Dissension in the Organization as it Relates to Control Expectancies (original) (raw)

The Control System and External Control of Organization

2021

This paper aims to discuss control - a function in an organization – by relooking some works in control system and external control of the organization. A classical work of Pfeffer and Salancik (1978) becomes an important basic source in this review paper discussing the external control of the organization from a resource dependence perspective. Luckily, Dill (1981) reviewed this ten chapters book giving a basic understanding of the control function of the organization. Dill also offered a term of the environment of an organization, the one that might be understood before understanding about the organization. Another important source comes from Eilon’s (1996) work which provides a theoretical framework on the basic concept of identifying and classifying of the administration control system. The more recent works in the control system strengthen this review paper such as Chenhall (2003) that provides a critical review of findings from contingency-based studies relating to the managem...

Conflict and Consensus: A Theory of Control in Organisations

The B.E. Journal of Theoretical Economics, 2000

A principal, requiring a team to implement a project by proposing and jointly executing a technique, may benefit from choosing one with internal disharmony. When superior policy proposition by a member is rewarded with unitary executive control, the benefit of control is increasing in the degree of conflict. Hence, the presence of discord can raise incentives to take effort towards

Political power, control and organizational conflict

Management Science Letters, 2012

There used to be an assumption that any conflict has negative and destructive influences and we must remove it from the system. However, recent studies indicate that conflict is the result of interaction with different people having various personalities, social and cultural behaviors and this is an unavoidable issue. The existence of conflict is not necessarily a bad thing; in fact, there are many evidences, which show that organizations with no conflict may fail. In other words, people who work for business units with no conflict are most likely so disparate that they cannot fit themselves to environmental conditions. In this paper, we discuss how to handle a conflict in any organization and lead the business units to organizations that are more productive.

Foundations of organization power

Journal of Power, 2009

... These were individuals such as Alexandre Hamilton Church, Frank C. Hudson, Leon Alford, and Dexter Kimball who had been associated with proselytizing earlier approaches to systematic management (Shenhav 1999, pp. 114–116). ...

Power: A Central Force Governing Psychological, Social, and Organizational Life

Power is a central force governing organizational life. In the current review, we demonstrate that it is also a critical factor regulating psychological and mental life. In understanding the far reaches of power, we argue that the experience of power has three main psychological effects with important implications for organizations: (1) Power affects social attentiveness, decreasing perspective-taking and compassion but increasing the objectification of others by perceiving them through a lens of self-interest (2) Power makes the person, transforming its holders into optimistic, abstract thinking, action-oriented individuals and (3) Power reveals the person, exposing the person's personality and magnifying culture differences. We highlight how each of these separate effects of power can be united by the robust finding that power increases a focus on goals and facilitates goal-directed behavior. Throughout the review, we discuss how each of these effects can be both constructive as well as corrupting We conclude by exploring how power can be harnessed to achieve effective leadership, considering both selection (picking individuals who will be positively affected by power) and creation (organizational structures and contexts that will maximize the leadership possibilities inherent in the effects of power).

Control in Complex Organizations

Academy of Management Proceedings, 2014

ABSTRACT The extant research on organizational control builds on the assumption of vertical control – managers are thought to develop orders, rules and norms to control the operating core. Yet it is claimed that work becomes increasingly “knowledge intensive” and that organizations rely heavily for their productivity on the knowledge and creativity of their work force. When analyzing this type of “knowledge work”, the strong focus on vertical control creates theoretical limitations because it fails to account for the important operative and horizontal interactions upon which many contemporary organizations depend. Drawing on practice theory and an ethnographic study of engineering work, this paper theorizes control as a form of work that does not only belong to formal management, but is dispersed among various work activities, including horizontal ones. The article introduces the idea of control work as a key practice in contemporary organizations, and the concepts of constructive disobedience, translation, and peer reviewing as ways of understanding how control work is exercised at the operative level. Our conceptual framework thereby offers a complement to traditional theories of control by bringing out how expert knowledge and local interactions play a central role in the control of work.

Evolution of Organizational Power

China-USA Business Review, 2016

The surrounding reality undergoes dynamic transformation, which has a substantial impact on the functioning of the organization. One of its important aspects is the organizational authority and forms of its exercise. Therefore, the research problem, undertaken in the article, boils down to the question: what is the direction of changes in the way of organizational governance from birth of management science to the present day? In order to find the answer, the deductive method was used. In contrast, the analysis of the research problem was carried out by adopting two dimensions of power. In the first dimension, the power is treated as a social influence exerted on members of the organization, in the second—as the scope of control over the relationship with the organization’s close stakeholders (customers, suppliers, and competitors). Their distinction was emphasized in the structure of the article, firstly in separate parts by presenting the chronology of the occurred changes, then by building up the justification separately for each of them of a pragmatic approach to governance of the organization at the present time. Changing of the dominant character of workers from low-skilled workers into knowledge workers triggered a need to redefine the attitudes of superiors towards seeing the workers in the category of capital necessary for the development of the organization. In turn, the direction of evolution of relations with the environment has been determined by the disappearance of borders between the organization and the environment, which resulted in the need for openness with regards to entering into temporary (instead of the previously long-term) inter-organizational forms of cooperation, thus in the change in tactics of making impact on the stakeholders of the organization. The article’s considerations lead to the conclusion that the evolution of organizational authority moves towards its progressive dispersion and the associated autonomy of organizational behaviour. The growing independence of employees and limited opportunities to maintain control over the close environment are forcing organizations to accept uncertainty and the temporariness of measures taken, and to redefine the essence, scope, and modalities for organizational governance. Moreover, they lead to being guided by pragmatic values such as trust and credibility. This situation also leads to the conclusion that the research into developments in the field of organizational governance is important from the point of view of the need to adapt to new and complex ways of its exercise, to respond to the demands of the situation and the expectations under its influence.