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- 1The Textbook Version• Opportunities-smooth-according to plan: everything has occurred just as intended.
• Starting point: opportunities can be exploited.
• Is positive
• Something new must be created, built or developed – is about change.
• Leadership in its full glory.
• Only 10% of the cases followed this model of leadership - 2The Heroic Story• Problem (bigger than initially expected) - cross between smooth and difficult – according to plan (diagonally)
• The process includes difficult turns. But in hindsight it can be claimed that the whole process went according to plan.
• 20% of the cases followed this model of leadership
• In general, managers tend to describe their leadership according to this model.
• Knowing today what should be done tomorrow in order to reach the desired results – plan, implementation, outcome – is presented as an essential factor of leadership. - 3Well Then – What Now?• Problem-difficult-other than planned
• Most typical one in everyday work
• 50% of the cases followed this model of leadership
• Problematic situation
• You work hard but constantly try to ‘grasp the situation, you don’t know how you got where you are, what the situation means, what has been completed or accomplished, people want answers and results, but you need a break. - 4The need for interpretation• In everyday leadership it is important to contribute to the interpretation process to understand what has happened (or did not happen).
• Interpretation of what has happened in order to formulate what the next step should be.
• A certain awareness of the situation increases every manager’s ability to actively contribute to and influence such process. - 5Constant adjustments and choices• The situation is made more difficult by the fact that decisions are never static. What is right one day may be wrong the next. Need for adjustments and balancing different considerations (ethical, practical, economic) and short or long term goals.
• In the world of everyday work, it is difficult for a manager to formulate solutions that cannot be misinterpreted in the local context. Consistent with previous studies on managerial work) that suggest most leadership, to some extent, is shaped by a series of disruptive and fragmented events, we agree that generally leadership requires ‘muddling through’. This means paying sequential attention to events and problems. Certain problems and questions are solved while others must quite simply be left to fortune – at least temporarily. - 6Momentary solutions• The need for everyday leadership emerges constantly since there are always events that require immediate management action.
• Much leadership is about finding the right solutions for the problems of the particular moment and making sure that the most important and urgent problems are solved so that the work may continue. Sometimes it is necessary to change direction – perhaps even permanently. Often the timing of activities has to be re-calculated to meet a changed schedule. - 7Sense-making and the ability to take impromptu action• Managers’ ability to contribute to interpretations of situations coincides with their ability to take more or less improvised actions.
• Everyday leadership as improvisation includes the idea that leaders are inspired by and learn from the very process that work is a part of.
Managers reveal a work pattern and a way to approach their responsibilities consistent with coincidence. This is a pattern where good and bad luck, chance and opportunity, and even lack of foresight can either play into their hands or turn everything upside down, creating chaos and confusion. - 8Event-driven versus intention-driven leadership• Leadership is usually depicted as setting goals, formulating strategies, providing guidelines and incorporating values. Leadership means setting suitable tasks for co-workers followed by careful supervision or even coaching in the performance of those tasks.
• The event-driven action that characterizes leadership in the everyday context, however, places leadership in the wake of events. Leadership is exercised, and, according to this logic, must be exercised, step-by-step, often using hindsight.
• The issue of time is crucial in understanding the how and why of interventions and the temporality of coordinating actions. The past colours our present and thereby shapes the future with its ability to stimulate expectations and anticipations. Both the past and the future are situated in the present. - 9Inequality RegimesAll organizations have inequality regimes, defined as loosely interrelated practices, processes, actions, and meanings that result in and maintain class, gender, and racial inequalities within particular organizations
- 10The Bases of InequalityThe bases for inequality in organizations vary, although class, gender, and race processes are usually present. Other differences are sometimes bases for inequality in organizations, such as sexuality, religion, age, and physical disability.
- 11Reconfiguration• What appears to reduction in segregation may only be its reconfiguration. Reconfiguration and differentiation have occurred as women have entered previously male-dominant occupations. For example, women doctors are likely to specialize in pediatrics, not surgery, which is still largely a male domain.
- 12Organizing Processes that Produce Inequality• Organizing the general requirements of work
• Organizing class hierarchies
• Recruitment and hiring
• Wage setting
• Supervisory practices
• Informal interactions while “doing the work” - 13The Visibility of Inequalities and the Legitimacy of Inequalities• Visibility varies with the position of the beholder: “One privilege of the privileged is not to see their privilege.”
• Gender and race inequality are less legitimate than class. These are still legitimated through arguments that neutralize the inequality.
• Belief in market competition and the natural superiority of those who succeed in the contest also naturalizes inequality.
• The advantaged often think their advantage is richly deserved. They see visible inequalities as perfectly legitimate. - 14Control• Direct controls: bureaucratic rules, various punishments for breaking rules, rewards, wages, coercion, physical and verbal violence
• Unobtrusive and indirect controls: control through technologies and selective recruitment of relatively powerless workers
• Internalized controls: belief in the legitimacy of bureaucratic structures and rules as well as belief in the legitimacy of male and white privilege, pleasure in work, fear and self-interest - 15Successful change projects1) they target a limited set of inequality-producing mechanisms,
2) they have combined social movement and legislative support outside the organization with active support from insiders and
3) they involve coercion or threat of loss. - 16Four type of relations
- 17Eight ideal types
- 18Market and firmMarket
• An arena for a large number of people are “in contact with each other”, performing voluntary exchanges of goods or services
• Numerous actors referred to as buyers and sellers
• Impersonal contacts
• Interactions and exhanges are based on speculative dealings in face of uncertain future
• Total absence of asymmetry
Firm
• A combination of calculative and (mutually) asymmetrical relationships
• Rules operate as the primary medium for the hierarchy - 19Movement and associationMovement
• Combination of network and ideal-based relationship
• Takes certain common human ideals (or religious beliefs) as its starting-point
• Ideology and religion give meaning to activities, and provide means for conveying awareness and identification
• Organized, maintained and supported by ordinary people
• A restricted population of people, i.e. the membership
• Durability regarding values and ideals
• Replaceability – any individual who upholds the movement’s ideals is a potentioan member
• Time restraint – individuals devote a delimited part of their time to their involvement
• Voluntariness
Association
• A combination of asymmetry (hierarchy) and ideal-based relationship
• Ideals are the basis for the development of the governing rules and the rules represent a kind of “memory” - 20Circle and clanCircle
• Combines a vertical network character with horizontal relationships of the genuine kind (may be biologically determined or based on ties of friendship)
• Genuine (whole-hearted) relationships usually emerge from qualities of status or position
o Provide individuals with important ingredients in the constitution of their personal identity
o Based on trust
• Does not need to be a voluntary or individually chosen situation
• Regards each other as irreplaceable
Clan
• Hierarchy is restricted to biological factors
• A well-established kind of interaction between people, based on biological relationships or marriage
• Involve people as unique individuals (clan ties are particular)
• Permeate most types of situation or action that concern the individual (clan ties are general)
• Positions are stable and status can only be established, changed or terminated as a result of reproduction, marriage or death
• Vertical or hierarchic relationships tend to predominate over the horizontal kind
• Collective bodies such as the family or the dynasty predominate - 21Anarchy and stateAnarchy
• Refers to the distinction between voluntariness and compulsion
• Implies the potential use of physical violence and force
• Non-asymmetric relationship between individuals
• Refers to the absence of power
• A number of anonymous, unrelated individuals of differing physical endowments, who try to survive in a situation of uncertainty and scarcity
State
• The ultimate societal regulation of individual actions and organizing processes
• A unique common denomination: the law
• Relies essentially on a conception of the importance of the territorial belongings of people
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- Management Ledarskap FlashCards sobre Articles, criado por Malin Sjöstål em 16-03-2019.
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- Malin Sjöstål
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