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Critical perspective on management and organisations - Coggle Diagram
Critical perspective on management and organisations
An ideal worker and the professional identity
Moving towards a 24/7/365 work cycle
Expected to prioritise work over family, friends, personal needs even health
Totally committed and always available
Professional identity
Role identities comprise of goals, values, beliefs, norms, interaction styles and time horizons
Two forms of professional identities: Expected and experienced
Organisations employing professionals expect their workers to conform to the ideal worker image
Conflict arises when a worker's experienced professional identity does not meet the ideal worker image
How do organisations control employees professional identity?
Structure of work
The successful performance of the professional role been contingent upon always prioritizing work demands over all other life demands
Performance evaluations
Reinforcing the above structure of work by rewarding those who fulfil requirements
How do employees cope with conflicting professional identities
Congruence v Conflict
If an employees expected, and experienced professional identities are in sync and congruent, they are unlikely to experience conflict.
However, large amounts of professionals experience between the two identities.
Historically, researchers and practitioners focused on women, especially those with young children as being the main cohort of professionals who would experience conflict.
How professionals cope with conflict
Professionals cope with conflicting identities by 'straying' from expected identity.
They do so by either passing or revealing
Tools for straying
Personally altering the structure of work (eg - passing)
Focusing on cultivating a local client base
Working on internal projects to reduce travel time
Working from home
Seeking assistance in restructuring work (eg - revealing)
Applying for reduced workloads
Seek parental and/or carers leave
Hiding or sharing personal information
Integrated identity management strategies for multiple audiences
Factors Influencing the use of passing and or revealing when interacting with audiences
Extremity of the conflict experienced
Closeness of relationship
Perceived access to formal accommodations
Audience status
Spillover Or Perceptions Across Audiences
Passing to high status audiences tends to facilitate passing to equal or low status audiences
Revealing to close colleagues often results in informal restructuring of work
Efforts to pass or reveal to one audience can spillover and influence the perceptions held of the professional by other audiences
Revealing to high status audiences often results in revealing to broader audiences across the organization
Consequences of using integrated identity management strategies
Women less likely to engage with identity management strategies that allows passing to high status audiences and more likely to reveal
Men are equally likely to use passing as well as revealing identity management strategies
Women are more likely to utilise formal accommodations provided by employer than men
Senior audience perceptions of professionals dictate the performance evaluation system