Thomas Diefenbach is associate professor of business ethics at Ritsumeikan Asia Pacific University (APU), Beppu, Japan. In his research, Thomas investigates primarily the…
Abstract
Thomas Diefenbach is associate professor of business ethics at Ritsumeikan Asia Pacific University (APU), Beppu, Japan. In his research, Thomas investigates primarily the problematic existence and relationships of individuals within all types of organisations, different forms of organisations and the fundamental principles of past, present and future organisations and societies. Thomas is particularly interested in identifying and investigating non-hierarchical structures and processes as well as alternative forms of management, organisations and societies. In his latest monograph Management and the Dominance of Managers (2009) he developed a comprehensive and multi-dimensional model for critically investigating managers' power, interests and ideology within an organisational context. In another monograph on Hierarchy – The Eternal Beast (2012, forthcoming) he tries to develop a ‘General Theory of the Persistence of Hierarchical Social Order’.
Thomas Diefenbach and Rune Todnem By
Hierarchy and bureaucracy have been more or less welcomed companions of human civilisation from the very beginning. In almost every culture and epoch, ruling elites and followers…
Abstract
Hierarchy and bureaucracy have been more or less welcomed companions of human civilisation from the very beginning. In almost every culture and epoch, ruling elites and followers, superiors and subordinates can be identified. Hierarchy and bureaucracy are quite flexible, adaptable and they are fairly persistent – but why could, or even should we see this as a problem?
This introduction will first provide a brief history of no change, followed by the second section where the advantages and disadvantages and the contested terrain of hierarchy are elaborated in some length. The discussion focuses on three areas: the functional, social and ethical qualities of hierarchy. In the final section, the chapters of this volume will be briefly introduced. The chapters are grouped into three sections: (I) Fundamentals and historical accounts of bureaucracy, (II) Organisational, cultural and socio-psychological aspects of hierarchy and (III) Alternative views on, and alternatives to hierarchy.
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Thomas Diefenbach and John A.A. Sillince
Within hierarchical relationships, subordinates are expected to obey the existing order and to function well. Their deviance or organisational misbehaviour is usually regarded…
Abstract
Within hierarchical relationships, subordinates are expected to obey the existing order and to function well. Their deviance or organisational misbehaviour is usually regarded negatively and as a threat to the system. However, there seems to be a paradox: Subordinates' deviance and (occasional) misbehaviour does not threaten organisational hierarchy but often re-establishes or even strengthens hierarchical order even though it challenges it. In itself, this phenomenon is quite self-evident. What is less clear is when exactly subordinates' deviance might contribute to the (further) stabilisation, continuation and persistence of the hierarchical social order and when it might be indeed system threatening. For interrogating the specific conditions and consequences of subordinates' deviance within organisational settings, the concept of crossing of boundaries will be introduced and differentiated into weak, medium and strong crossings. The concept will then be applied to subordinates' deviance in the realms of social action, interests, identity and norms and values.
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The purpose of this paper is to shed some light on the reasons and circumstances why strategic change initiatives based on new public management and managerialism go wrong. In…
Abstract
Purpose
The purpose of this paper is to shed some light on the reasons and circumstances why strategic change initiatives based on new public management and managerialism go wrong. In particular, how such change initiatives are being justified, communicated, perceived, and implemented within organisational discourses and politics. It reveals personal and group interests behind ideologies, and what change management of this type is really about.
Design/methodology/approach
A strategic change initiative at a large Western‐European university (“International University” – IU) had been investigated between 2004 and 2005 based on qualitative empirical research. Data were gained primarily through semi‐structured in‐depths interviews with IU's senior managers. The findings were triangulated by referring to internal documents and academic literature.
Findings
The case study reveals a whole set of typical characteristics of managerialistic change management approach and how it is communicated. The paper provides insights into the narratives, organisational politics and ideology of change management processes. It draws the attention to the downsides of top‐down change management approaches, to ideologies and interests behind such initiatives as well as intended and unintended consequences.
Research limitations/implications
Academics and practitioners might be motivated to concentrate (more) on the values, ideologies, and interests which are behind “rational” management recipes, to see management and organisational behaviour more differentiated and from a critical perspective.
Originality/value
Organisational change management is usually described on the basis of traditional strategy approaches and concentrates on “technical issues”. By drawing the attention to senior managers' perceptions and interests, and how they pursuit change management objectives on the basis of ideologies, it becomes clearer that allegedly “rational” and “objective” strategic solutions are contested terrain and objects of organisational politics.
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Mats Alvesson is professor of business administration at the University of Lund, Sweden and at University of Queensland Business School, Australia. Research interests include…
Abstract
Mats Alvesson is professor of business administration at the University of Lund, Sweden and at University of Queensland Business School, Australia. Research interests include critical theory, gender, power, management of knowledge intensive organizations, leadership, identity, organizational image, organizational culture and symbolism, qualitative methods and philosophy of science. Recent books include Interpreting Interviews (Sage, 2011), Metaphor We Lead By: Understanding Leadership in the Real World (Routledge, 2011, edited with Andre Spicer), Oxford Handbook of Critical Management Studies (Oxford University Press, edited with Todd Bridgman and Hugh Willmott), Understanding Gender and Organizations (Sage, 2009, 2nd edition edited with Yvonne Billing), Reflexive Methodology (Sage, 2009, 2nd edition edited with Kaj Skoldberg), Changing Organizational Culture (Routledge, 2008, edited with Stefan Sveningsson) and Knowledge Work and Knowledge-Intensive Firms (Oxford University Press, 2004).