A collective is a group of entities that share or are motivated by at least one common issue or interest or work together to achieve a common objective. Collectives can differ from cooperatives in that they are not necessarily focused upon an economic benefit or saving, though they can be.
71-466: The term "collective" is sometimes used to describe a species as a whole—for example, the human collective. For political purposes, a collective is defined by decentralized, or "majority-rules" decision-making styles. Collectives are sometimes characterised by attempts to share and exercise political and social power and to make decisions on a consensus -driven and egalitarian basis. A commune or intentional community , which may also be known as
142-633: A centaur , consisting of two halves. The back end, the beast, represented the more classic material image of power: power through coercion, through brute force, be it physical or economic. But the capitalist hegemony, he argued, depended even more strongly on the front end, the human face, which projected power through 'consent'. In Russia, this power was lacking, allowing for a revolution. However, in Western Europe, specifically in Italy , capitalism had succeeded in exercising consensual power, convincing
213-448: A "collective household", is a group of people who live together in some kind of dwelling or residence, or in some other arrangement (e.g., sharing land). Collective households may be organized for a specific purpose (e.g., relating to business, parenting , or some other shared interest). Artist collectives , including musical collectives , are typically a collection of individuals with similar interests in producing and documenting art as
284-668: A business functions as a partnership of individual professionals, recognizing them as equals and rewarding them for their expertise. The working collective aims to reduce costs to clients while maintaining healthy rewards for participating partners. This is accomplished by eliminating the operating costs that are needed to support levels of management. Political power 1800s: Martineau · Tocqueville · Marx · Spencer · Le Bon · Ward · Pareto · Tönnies · Veblen · Simmel · Durkheim · Addams · Mead · Weber · Du Bois · Mannheim · Elias In political science , power
355-414: A company exhibits upward power , subordinates influence the decisions of their leader or leaders. Referent power is the power or ability of individuals to attract others and build loyalty . It is based on the charisma and interpersonal skills of the powerholder. A person may be admired because of a specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here,
426-456: A feeling of autonomy in one's subordinates can sustain their interest in work and maintain high productivity even in the absence of monitoring. Gareth Morgan (business theorist) Gareth Morgan (born 22 December 1943) is a British/Canadian organizational theorist , management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of
497-761: A friendly offer. In the Marxist tradition, the Italian writer Antonio Gramsci elaborated on the role of ideology in creating a cultural hegemony , which becomes a means of bolstering the power of capitalism and of the nation-state . Drawing on Niccolò Machiavelli in The Prince and trying to understand why there had been no Communist revolution in Western Europe while it was claimed there had been one in Russia , Gramsci conceptualised this hegemony as
568-449: A greater variety of power tactics than do introverts. People will also choose different tactics based on the group situation, and based on whom they wish to influence. People also tend to shift from soft to hard tactics when they face resistance. Because power operates both relationally and reciprocally, sociologists speak of the "balance of power" between parties to a relationship : all parties to all relationships have some power:
639-418: A group. These groups can range in size from a few people to thousands of members. The style of art produced can have vast differences. Motivations can be for a common cause or individually motivated purposes. Some collectives are simply people who enjoy painting with someone else and have no other goals or motivations for forming their collective. A worker cooperative is a type of horizontal collective wherein
710-462: A householder and their relatives, an employer and their employees, a parent and a child, a political representative and their voters, etc.), and discursive forms, as categories and language may lend legitimacy to some behaviors and groups over others. The term authority is often used for power that is perceived as legitimate or socially approved by the social structure . Scholars have distinguished between soft power and hard power . In
781-479: A more sophisticated way, helping to sufficiently reflect on matters of responsibility. This perspective permits people to get over an "either-or-position" (either there is power or there is not), which is common, especially in epistemological discourses about power theories, and to introduce the possibility of an "as well as-position". The idea of unmarked categories originated in feminism . As opposed to looking at social difference by focusing on what or whom
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#1732766042198852-502: A now-classic study (1959), social psychologists John R. P. French and Bertram Raven developed a schema of sources of power by which to analyse how power plays work (or fail to work) in a specific relationship. According to French and Raven, power must be distinguished from influence in the following way: power is that state of affairs that holds in a given relationship, A-B, such that a given influence attempt by A over B makes A's desired change in B more likely. Conceived this way, power
923-399: A person achieve great success. Expert power is an individual's power deriving from the skills or expertise of the person and the organization's needs for those skills and expertise. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. When they have knowledge and skills that enable them to understand
994-427: A plural adjective and sees into the milieu as an expression as nothing more than water, air, and light confirming the genus within the milieu, in this case the human species, relates to a function of the population and its social and political interaction in which both form an artificial and natural milieu. This milieu (both artificial and natural) appears as a target of intervention for power, according to Foucault, which
1065-418: A political regime maintains power because people accept and obey its dictates, laws, and policies. Sharp cites the insight of Étienne de La Boétie . Sharp's key theme is that power is not monolithic; that is, it does not derive from some intrinsic quality of those who are in power. For Sharp, political power, the power of any state – regardless of its particular structural organization – ultimately derives from
1136-407: A reduction in A's own power. French and Raven argue that there are five significant categories of such qualities, while not excluding other minor categories. Further bases have since been adduced, in particular by Gareth Morgan in his 1986 book, Images of Organization . Also called "positional power", legitimate power is the power of an individual because of the relative position and duties of
1207-551: A reduction in power promotes inhibition tendencies. A number of studies demonstrate that harsh power tactics (e.g. punishment (both personal and impersonal), rule-based sanctions, and non-personal rewards) are less effective than soft tactics (expert power, referent power, and personal rewards). It is probably because harsh tactics generate hostility, depression, fear, and anger, while soft tactics are often reciprocated with cooperation. Coercive and reward power can also lead group members to lose interest in their work, while instilling
1278-443: A situation, suggest solutions, use solid judgment, and generally outperform others, then people tend to listen to them. When individuals demonstrate expertise, people tend to trust them and respect what they say. As subject-matter experts, their ideas will have more value, and others will look to them for leadership in that area. Reward power depends on the ability of the power wielder to confer valued material rewards; it refers to
1349-408: A social responsibility. There have also been studies aimed at comparing behavior done in different situations were individuals were given power. In an ultimatum game , the person in given power offers an ultimatum and the recipient would have to accept that offer or else both the proposer and the recipient will receive no reward. In a dictator game , the person in given power offers a proposal and
1420-609: A strong advocate of action learning as a strategy for generating effective research. The common theme uniting his work is that of challenging assumptions – to help develop new ways of thinking in social research, organisation and management theory and practice, and, by implication, in everyday life. Morgan is known for his writings on management, social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis written with Gibson Burrell and Beyond Method: Strategies for Social Research . This 1979 book by Gibson Burrell and Gareth Morgan
1491-419: Is a high probability that they will do it. The problem with this basis of power is that the rewarder may not have as much control over rewards as may be required. Supervisors rarely have complete control over salary increases, and managers often cannot control all actions in isolation; even a company CEO needs permission from the board of directors for some actions. When an individual uses up available rewards or
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#17327660421981562-431: Is accepted that women perform masculine tasks, while after the war, the roles are easily reversed. Therefore, according to Barrett, the destruction of capitalist economic relations is necessary but not sufficient for the liberation of women. Eugen Tarnow considers what power hijackers have over air plane passengers and draws similarities with power in the military. He shows that power over an individual can be amplified by
1633-433: Is an "upward power." Policies for policing the internet against these processes as a pathway for creating due process for handling conflicts, abuses, and harm that is done through established processes are known as "downward power." Coercive power is the application of negative influences. It includes the ability to defer or withhold other rewards. The desire for valued rewards or the fear of having them withheld can ensure
1704-492: Is based on the findings of an action-learning project where senior executives explored the implications of key environmental trends for the future of their organisations. Core competencies discussed include: The research was conducted in the 1980s and the book is written largely through the words of the senior executives involved in the research study. In Imaginization: New Mindsets for Seeing, Organizing and Managing (1993) Morgan introduces his concept of "Imaginization" and
1775-464: Is based on the notion that most organisms react to environmental events in two common ways. The reaction of approach is associated with action, self-promotion, seeking rewards, increased energy and movement. Inhibition , on the contrary, is associated with self-protection, avoiding threats or danger, vigilance, loss of motivation and an overall reduction in activity. Overall, approach/inhibition theory holds that power promotes approach tendencies, while
1846-405: Is fundamentally relative; it depends on the specific understandings A and B each apply to their relationship and requires B's recognition of a quality in A that would motivate B to change in the way A intends. A must draw on the 'base' or combination of bases of power appropriate to the relationship to effect the desired outcome. Drawing on the wrong power base can have unintended effects, including
1917-403: Is not innate and can be granted to others, to acquire power one must possess or control a form of power currency. In authoritarian regimes, political power is concentrated in the hands of a single leader or a small group of leaders who exercise almost complete control over the government and its institutions. Because some authoritarian leaders are not elected by a majority, their main threat
1988-422: Is now regarded as a classic text on organisation theory. Building on Thomas Kuhn 's concept of paradigm, it explores the hidden assumptions of social and organizational theory, offering a map-like representation of dozens of different schools of thought. The fundamental thesis is that different theories reflect very different implicit assumptions on the nature of social reality. The Burrell and Morgan map contrasts
2059-519: Is perceived to be different, theorists who use the idea of unmarked categories insist that one must also look at how whatever is "normal" comes to be perceived as unremarkable and what effects this has on social relations. Attending the un marked category is thought to be a way to analyze linguistic and cultural practices to provide insight into how social differences, including power, are produced and articulated in everyday occurrences. Feminist linguist Deborah Cameron describes an "unmarked" identity as
2130-499: Is radically different from the previous notions on sovereignty, territory, and disciplinary space interwoven into social and political relations that function as a species (biological species). Foucault originated and developed the concept of "docile bodies" in his book Discipline and Punish . He writes, "A body is docile that may be subjected, used, transformed and improved. Stewart Clegg proposes another three-dimensional model with his "circuits of power" theory. This model likens
2201-670: Is rarely appropriate in an organizational setting, and relying on these forms of power alone will result in a very cold, impoverished style of leadership. This is a type of power commonly seen in the fashion industry by coupling with legitimate power; it is referred to in the industry-specific literature as "glamorization of structural domination and exploitation". According to Laura K. Guerrero and Peter A. Andersen in Close Encounters: Communication in Relationships : Game theory , with its foundations in
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2272-510: Is that posed by the masses. They often maintain their power through political control tactics like: Although several regimes follow these general forms of control, different authoritarian sub-regime types rely on different political control tactics. Power changes those in the position of power and those who are targets of that power. Developed by D. Keltner and colleagues, approach/inhibition theory assumes that having power and using power alters psychological states of individuals. The theory
2343-418: Is the ability to influence or direct the actions, beliefs, or conduct of actors. Power does not exclusively refer to the threat or use of force ( coercion ) by one actor against another, but may also be exerted through diffuse means (such as institutions ). Power may also take structural forms, as it orders actors in relation to one another (such as distinguishing between a master and an enslaved person ,
2414-514: The Walrasian theory of rational choice , is increasingly used in various disciplines to help analyze power relationships. One rational-choice definition of power is given by Keith Dowding in his book Power . In rational choice theory, human individuals or groups can be modelled as 'actors' who choose from a 'choice set' of possible actions in order to try to achieve desired outcomes. An actor's 'incentive structure' comprises (its beliefs about)
2485-631: The bystander effect : they found that powerful people are three times as likely to first offer help to a "stranger in distress". A study involving over 50 college students suggested that those primed to feel powerful through stating 'power words' were less susceptible to external pressure, more willing to give honest feedback, and more creative. In one paper, power was defined "as a possibility to influence others." Research experiments were done as early as 1968 to explore power conflict. One study concluded that facing one with more power leads to strategic consideration whereas facing one with less power leads to
2556-601: The "organisational metaphor" concept and writer of the 1979 book Sociological Paradigms and Organizational Analysis with Gibson Burrell and the 1986 best-seller Images of Organization . Born in Porthcawl, Wales , Morgan took his grammar school education in Bridgend , Wales and studied at the London School of Economics and Political Science , graduating with a BSc in economics. He then worked as an accountant in
2627-665: The British Public Service, becoming a Chartered Member of the Institute of Public Finance in 1968. From there he moved to the University of Texas at Austin, graduating with an MA in Public Administration in 1970. This experience led to a change in career direction as a result of some classes in organisation science that helped him begin to see and challenge some of the assumptions underlying
2698-523: The International Academy of Management in recognition of an outstanding international contribution to the science and art of management, and in 1992 was elected Distinguished Research Professor at York University . In the 1990s his book Images of Organization became a world-wide best-seller, translated into fifteen languages. In the late 1990s Morgan turned to his attention to reinventing the teaching of organisation and management through
2769-606: The Said Business School, Oxford University (December 2014); was awarded, with Gibson Burrell, the Academy of Management Trailblazer Award for his contributions to organization and management theory (August 2014), and received an honorary doctorate (dr.phil.h.c) from Syddansk Universitet (University of Southern Denmark), October 2014. Throughout his career Morgan has sought to integrate theory and practice, writing for both academic and practitioner audiences, and has been
2840-573: The accounting profession He pursued this direction as a lecturer at the University of Lancaster , receiving a PhD in Organization studies in 1980, and launching his career as a writer, public speaker and management consultant. In the 1980s he became a faculty member at the Pennsylvania State University School of Business. Moving from there to York University in Toronto. In 1988 he was elected Life Fellow of
2911-499: The anthropologist David Graeber as 'a collection of social institutions set in opposition to the state and capital: from self-governing communities to radical labor unions to popular militias'. Graeber also notes that counter-power can also be referred to as 'anti-power' and 'when institutions [of counter-power] maintain themselves in the face of the state, this is usually referred to as a 'dual power' situation'. Tim Gee , in his 2011 book Counterpower: Making Change Happen , put forward
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2982-578: The apparatus as efficiently and silently as possible, ensuring its agents do whatever is necessary. It is because of this action that power is unlikely to be detected and remains elusive to 'rational' investigation. Foucault quotes a text reputedly written by political economist Jean Baptiste Antoine Auget de Montyon , entitled Recherches et considérations sur la population de la France (1778), but turns out to be written by his secretary Jean-Baptise Moheau (1745–1794), and by emphasizing biologist Jean-Baptiste Lamarck , who constantly refers to milieus as
3053-430: The assumptions of "Functionalist", "Interpretive", "Radical Humanist" and "Radical Structuralist" paradigms, showing how these assumptions influence our perceptions and the ways we look at organisations. Ever since its publication in 1979 it has been used by numerous scholars – in a wide variety of disciplines – to challenge the fundamental theories and assumptions shaping their work. Published in 1983, this book builds on
3124-425: The chance to determine the actions and thoughts of another person, whereas destructive power means the chance to diminish the opportunities of another person. How significant this distinction really is, becomes evident by looking at the possibilities of rejecting power attempts: Rejecting instructive power is possible; rejecting destructive power is not. By using this distinction, proportions of power can be analyzed in
3195-408: The costs associated with different actions in the choice set and the likelihoods that different actions will lead to desired outcomes. In this setting, we can differentiate between: This framework can be used to model a wide range of social interactions where actors have the ability to exert power over others. For example, a 'powerful' actor can take options away from another's choice set; can change
3266-401: The default, which requires no explicit acknowledgment. Heterosexuality, for instance, is unmarked, assumed as the norm, unlike homosexuality, which is "marked" and requires clearer signaling as it differs from the majority. Similarly, masculinity is often unmarked, while femininity is marked, leading to studies that examine distinctive features in women’s speech, whereas men’s speech is treated as
3337-419: The degree to which the individual can give others a reward of some kind, such as benefits, time off, desired gifts, promotions, or increases in pay or responsibility. This power is obvious, but it is also ineffective if abused. People who abuse reward power can become pushy or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect to be rewarded for doing what someone wants, there
3408-439: The development and use of internet technologies. This led to the launch in 2000 of his company NewMindsets Inc, and his research and activities as an internet entrepreneur. At various times, he has served on the editorial boards of several leading academic journals including Action Learning, Administration & Society , Organization , Journal of Management , and Organization Studies . He has been elected Associate Fellow at
3479-405: The episodic circuit are both positive and negative. The dispositional circuit is constituted of macro level rules of practice and socially constructed meanings that inform member relations and legitimate authority. The facilitative circuit is constituted of macro level technology, environmental contingencies, job design, and networks, which empower or disempower and thus punish or reward agency in
3550-769: The episodic circuit. All three independent circuits interact at "obligatory passage points", which are channels for empowerment or disempowerment. John Kenneth Galbraith (1908–2006) in The Anatomy of Power (1983) summarizes the types of power as " condign " (based on force ), "compensatory" (through the use of various resources) or "conditioned" (the result of persuasion ), and the sources of power as " personality " (individuals), " property " (power-wielders' material resources), and/or " organizational " (from sitting higher in an organisational power structure). Gene Sharp , an American professor of political science, believes that power ultimately depends on its bases. Thus,
3621-484: The framework offered in Sociological Paradigms and Organizational Analysis, contrasting the assumptions and approaches of fourteen different research methodologies. Morgan invited a range of collaborators who were leading exponents of the different methodologies to outline their fundamental assumptions and how these assumptions get translated into a particular methodological approach. After illustrating
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#17327660421983692-431: The holder of the position within an organization. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power, such as a uniform , a title, or an imposing physical office. In simple terms, power can be expressed as being upward or downward . With downward power , a company 's superiors influence subordinates to attain organizational goals. When
3763-410: The methods e.g. positivist, interpretive, critical, transformational, radical and class-based, Morgan explores their similarities, differences and contradictory nature. This leads him to his view of "research as conversation" which, like all conversations, he contends, should be open to different voices. In this way he seeks to advance the cause of an open and reflective social science capable of exploring
3834-463: The multiple dimensions of social life. In the 1980s in organizational studies an "increasing attention has been devoted to understanding how the assumptions which scientists bring to their subject of investigation". To ground this concept, Morgan introduces "Imaginization" as a new way of thinking and organising. In his book Images of Organization Morgan introduces the use of metaphors to understand and deal with organisation problems , describing
3905-418: The neutral standard. Although the unmarked category is typically not explicitly noticed and often goes overlooked, it is still necessarily visible . The term 'counter-power' (sometimes written 'counterpower') is used in a range of situations to describe the countervailing force that can be utilised by the oppressed to counterbalance or erode the power of elites. A general definition has been provided by
3976-441: The obedience of those under power. Coercive power tends to be the most obvious but least effective form of power, as it builds resentment and resistance from the people who experience it. Threats and punishment are common tools of coercion. Implying or threatening that someone will be fired, demoted, denied privileges, or given undesirable assignments – these are characteristics of using coercive power. Extensive use of coercive power
4047-510: The organisation as: These metaphors are not meant to be exhaustive and he acknowledges that they can be used individually or in combination to guide our understanding of organisations and organisation problems. His aim is to show how metaphor is central to our thinking about organisation and management and open new possibilities. This is further explored in Morgan's book Imaginization: New Mindsets for Seeing, Thinking and Managing. This 1988 book
4118-475: The person under power desires to identify with these personal qualities and gains satisfaction from being an accepted follower. Nationalism and patriotism count towards an intangible sort of referent power. For example, soldiers fight in wars to defend the honor of the country. This is the second-least obvious power but the most effective. Advertisers have long used the referent power of sports figures for product endorsements, for example. The charismatic appeal of
4189-411: The presence of a group. If the group conforms to the leader's commands, the leader's power over an individual is greatly enhanced, while if the group does not conform, the leader's power over an individual is nil. For Michel Foucault , the real power will always rely on the ignorance of its agents. No single human, group, or actor runs the dispositif (machine or apparatus), but power is dispersed through
4260-444: The production and organization of power to an electric circuit board consisting of three distinct interacting circuits: episodic, dispositional, and facilitative. These circuits operate at three levels: two are macro and one is micro. The episodic circuit is at the micro level and is constituted of irregular exercise of power as agents address feelings, communication, conflict, and resistance in day-to-day interrelations. The outcomes of
4331-464: The question of the possibilities of interpersonal influence by developing a special form of constructivism (named relational constructivism ). Instead of focusing on the valuation and distribution of power, he asks first and foremost what the term can describe at all. Coming from Max Weber 's definition of power, he realizes that the term power has to be split into "instructive power" and "destructive power". More precisely, instructive power means
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#17327660421984402-416: The recipient would have to accept that offer. The recipient has no choice of rejecting the offer. The dictator game gives no power to the recipient whereas the ultimatum game gives some power to the recipient. The behavior observed was that the person offering the proposal would act less strategically than would the one offering in the ultimatum game. Self-serving also occurred and a lot of pro-social behavior
4473-438: The relative costs of actions; can change the likelihood that a given action will lead to a given outcome; or might simply change the other's beliefs about its incentive structure. As with other models of power, this framework is neutral as to the use of 'coercion'. For example, a threat of violence can change the likely costs and benefits of different actions; so can a financial penalty in a 'voluntarily agreed' contract, or indeed
4544-446: The rewards do not have enough perceived value for others, their power weakens. One of the frustrations of using rewards is that they often need to be bigger each time if they are to have the same motivational impact. Even then, if rewards are given frequently, people can become so satiated by the reward it loses its effectiveness. In terms of cancel culture , the mass ostracization used to reconcile unchecked injustice and abuse of power
4615-514: The sociological examination of power concerns itself with discovering and describing the relative strengths: equal or unequal, stable or subject to periodic change. Sociologists usually analyse relationships in which the parties have relatively equal or nearly equal power in terms of constraint rather than of power. In this context, "power" has a connotation of unilateralism. If this were not so, then all relationships could be described in terms of "power", and its meaning would be lost. Given that power
4686-501: The sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena. Abuse is possible when someone who is likable yet lacks integrity and honesty rises to power, placing them in a situation to gain personal advantage at the cost of the group's position. Referent power is unstable alone and is not enough for a leader who wants longevity and respect. When combined with other sources of power, however, it can help
4757-426: The subjects of the state. His fundamental belief is that any power structure relies upon the subjects' obedience to the orders of the ruler(s). If subjects do not obey, leaders have no power. His work is thought to have been influential in the overthrow of Slobodan Milošević , in the 2011 Arab Spring , and other nonviolent revolutions. Björn Kraus deals with the epistemological perspective on power regarding
4828-403: The theory that those disempowered by governments' and elite groups' power can use counterpower to counter this. In Gee's model, counterpower is split into three categories: idea counterpower , economic counterpower , and physical counterpower . Although the term has come to prominence through its use by participants in the global justice/ anti-globalization movement of the 1990s onwards,
4899-924: The word has been used for at least 60 years; for instance, Martin Buber 's 1949 book 'Paths in Utopia' includes the line 'Power abdicates only under the stress of counter-power'. Recent experimental psychology suggests that the more power one has, the less one takes on the perspective of others, implying that the powerful have less empathy . Adam Galinsky , along with several coauthors, found that when those who are reminded of their powerlessness are instructed to draw Es on their forehead, they are 3 times more likely to draw them such that they are legible to others than those who are reminded of their power. Powerful people are also more likely to take action. In one example, powerful people turned off an irritatingly close fan twice as much as less powerful people. Researchers have documented
4970-440: The working classes that their interests were the same as those of capitalists. In this way, a revolution had been avoided. While Gramsci stresses the significance of ideology in power structures, Marxist-feminist writers such as Michele Barrett stress the role of ideologies in extolling the virtues of family life. The classic argument to illustrate this point of view is the use of women as a ' reserve army of labour '. In wartime, it
5041-652: Was observed. When the counterpart recipient is completely powerless, lack of strategy, social responsibility and moral consideration is often observed from the behavior of the proposal given (the one with the power). Tactics that political actors use to obtain their goals include using overt aggression , collaboration , or even manipulation . One can classify such power tactics along three different dimensions: People tend to vary in their use of power tactics, with different types of people opting for different tactics. For instance, interpersonally oriented people tend to use soft and rational tactics. Moreover, extroverts use
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