Kelly Tran Lecture 1 Managing People and Organization 1. Why did Karl Marx call capital vampire like?

? Sucking living labour 2. What is zombie labour? Customer service work, the scripting of words, conversation, emotion and identities Corporate culturalism: capturing hearts and minds, providing the beliefs, values etc. 3. What is alienation? Labour is avoided like the plague Employees alienate their work and their outside lives keeping them separated 4. What does it mean to study management and organisation critically? Critical analysis serves to find the flaws in (in this case) management systems in order to improve said systems. Furthermore, in requiring constant analysis, it serves to constantly improve management techniques, rather than taking current techniques and architectures for granted. (Yochi Ottensooser) 5. How does critical differ from negative, cynical, etc? Critical analysis is aimed at informing the manager and improving management systems. Negativity and cynicism seeks to undermine (rather than improve) management structures in analysis. (Yochi Ottensooser) 6. Make sure you can summarise the main arguments of tutorial reading one, Morgan (2006) (By Michelle W) Organisational domination and different ways they dominate: blue collar (physical strain) & white collar (mental stress) Weber: 1. Charismatic domination eg. Hitler 2. Traditional or Inherited eg. Queen, parents 3. Rational or Legal eg. principle, leader of hierarchy Michels: oligarchy (become under the control of narrow groups) Marx: financial, class Lecture 2- Managing Power and Politics 1. What can films and popular culture tell us about organisation and management? Recurrent theme of the bad controlling organization, the heroic resistance subject 2. What is domination? Forcing ones will on another, subordinating another to ones own ends illegitimate, power no longer in existence in organizations 3. What forms can domination take? Sweatshops: exploitations, physical and psychological abuse Deaths at work Origins of management: notion of one group as possessing the right to manage others 4. What is authority? Represented as the legitimate, acceptable, moral exercise of power.

Kelly Tran 5. According to Bakan (2004) what personality do organisations have? Psychopaths 6. What is the panopticon and how does it operate? Prison which had potential continuous surveillance, no escape from the gaze of authority and encouraged the internalisation of the gaze: self-control Prison guard sits in the little tower overlooking the whole prison; prisoners dont know whether they are being under surveillance or not, therefore they choose to control themselves in doing the wrong thing 7. What does work mean for modern employees? Not supposed to be seen as the barrier to self expression or a necessary evil that provides resources for this expression, but as an essential element in selfactualisation 8. What are the Milgram experiments? What are the results of the experiments and what are their implications? Taking part in a study of the effect of punishment on memory and learning instructed to administer increasing levels of electric shocks to a protesting victim Volunteers obeyed the experimenter no matter how vehement the pleading of the person being shocked, how painful the shocks seemed to be and no matter how much time the victim pleads to be let out. It is the extreme willingness of adults to go to almost any lengths on the command of authority that constitutes the chief finding of the study. 9. What does Bauman argue in relation to the Milgram experiments? People do what is right and may not do what is wanted by the organization Individual morality if therefore a casualty of bureaucratic organization Under the wrong circumstances modern organizations have the power, indeed they are a perfect social system, to reproduce inhumanity 10. Make sure you can summarise the main arguments of tutorial reading two, Knights and Roberts (1982). (By Michelle W) Power is a thing between people, not owned by anyone Power of unions can help dominate subordinates, but refusing everything from management can be counterproductive Lecture 3 Managing Individuals and Groups 1. Why do people work? For the material and existential needs (food, shelter, clothing etc. and recognition of oneself by others; sense of self) 2. What are Erich Fromms arguments about anxiety and modern life? Recognition by others and making ones life more meaningful Freedom from traditional constraints and roles enables the modern individual more life choices These generate anxiety and insecurity

Kelly Tran Contemporary society provides multitude of ready-made manufactured identities, which give little encouragement to engage in reflection and thought. Living in a liquid time: erosion of traditional communities. 3. How has the management of work changed in terms of denial, acknowledgement and now shaping of employees existential needs? Widespread modern rhetorical recognition of employees as our most important asset Rise in organization practices that entail recognition of individual employee as more than a machine past: more focused on money than employee lives; man resources and only economic needs were recognised Rise in management theory and practices that promote and recognise the important of relationships between employees 4. Why might attempts to manage employees existential needs have a limited effectiveness? They are manufactured little authentication therefore they can engender a sense of unreality and detachment. They conflict with other messages the employee gets about the relationship between themselves and the employer They render any employee who attempts to secure their identity on these manufactured meanings and relationships more vulnerable still meaningless 5. What conflicting messages does an employee get about their status in the organisation? Treated like children (time is organized for them) Automaton (unable to decide for themselves management decides for them) Prostitutes (employer has control over their bodies) Masochism (willing to accept being disciplined) Sadism (willing to accept the role of punishing others who are naughty) Faust (gave up their moral responsibility for gain) Altruism (self-sacrifice on behalf of others) Inferiority (managers deserve more money, better conditions etc people accepting this) 6. How do Jackson and Carter (2000) characterise the employee? Employees should be paid as little as possible and the maximum amount of work extracted from them Expected to subordinate their own interests to those of the employer; including how they organize their lives outside Subject to high levels of surveillance and discipline; have relatively few rights even freedom of speech. 7. Why might management, by focussing upon employees instrumentally actually diminish their value to the organisation? 8. Make sure you can summarise the main arguments of tutorial reading three, Ackroyd and Crowdy (1990). (By Michelle W) Being trapped in self-formed company culture makes workers not want to take holidays

Kelly Tran Lecture 4 Managing Leadership 1. What does it mean to call leadership a powerful myth? Leadership may not be true, but as a myth it could be motivating a motivating story but can also be completely false; it does things. 2. How might leadership be argued to be part of our psyche? 3. What are the main models of leadership and what do they each focus upon? Trait: specific to the individual e.g. personality Behavioural: behaving like a leader Situational and Contingency Theories: depending on the situation Transactional, Transformational & Charismatic Approaches: leadership about vision, passion, ability to vision these visions Post Modern: coach, follower, servant etc. 4. Why might leadership be dangerous? Domination 5. What is the masculine or macho way of leading? In control of the organization Strengthening of CEO power, notion of the corporations interests was always profit, dismantling the corporation. Changing the face of the corporation 6. How is managing or leading linked with uncertainty and anxiety? Some of the most productive avenues for dealing with this uncertainty and anxiety seem closed off the manager as leader i.e. acknowledgement of doubt looking to subordinates for ideas, need for support. 7. Make sure you can summarise the main arguments of tutorial reading four, Jackall (1988). (By Michelle W) No one wanting to take responsibility for anything Shifting of responsibility/blame by department, down the hierarchy, so top managers dont get blamed Contradicts the term leaders, who are not as good as they are supposed to be, and dont have the best interests of the organisation at heart Short term decision making impacts: High staff turnover Short term solutions that cost more in the long term Dont think of long term consequences Management milking business before they can get blamed/caught Lecture 5 Managing Culture 1. How are organisations places of culture? Understanding management, employment: attend to the significance of culture to the meanings of events, behaviours, practices for those who interact with the organization

Kelly Tran Human society, history, identity and institutions that have been created are infused with culture 2. How and when did the focus on managing corporate culture arise? Mid 1990s: managerial attention to the soft side of organization employee values, motivation, human relations etc. Reinvented in 1980s, taking the idea of culture from the sociological fields and applying it to organizations 3. What is corporate culture? The attempt to create one (inspirational/motivational) vision of what the organization is and what it stands for; to bind employees to this vision through manipulation of interlocking bureaucratic and symbolic aspects of organization Attempt to harness the psychological dissection and reconstitution of modern subjects, and the anxious goals striving for selfhood, to the organizations goals. 4. What is the promise of corporate culture? A sense of freedom and connection, but only at the expense of giving up autonomy 5. What were Peters and Watermans (1982) main arguments? Argued against prevailing rationalistic managerial ideas of the 70s Culture, the symbolic, and soft side of the organizational life was argued to hold the secret of American corporate success Employee as the key to success and knows the employee as a largely irrational symbolic being Promotes explicit management of bureaucratic and symbolic, irrational aspects of organization 6. How, according to its advocates, does management get a corporate culture? Redesigning pay systems to reflect quality or customer care issues Introduction to uniforms/ company specific work wear Changes to the environment, selection procedures for attitude Decentralising organizational structures and profit centres 7. Broadly, why does Guest (1992) critique Peters and Watermans (1982) book? Lack of rigorous standards of data collection, research design problematic Tested over time the theory does not stand up well and it is possible to challenge the basis of their criteria of an excellent company. 8. What is the evidence regarding organisations successfully managing corporate culture? 9. What are the dangers of strong cultures? Managers/employers believing that they have the right to manipulate an employees views and values Regarded even as a totalitarian aspiration Removal of autonomy (the necessary individual struggle for meaning and identity)

Kelly Tran 10. Make sure you can summarise the main arguments of tutorial reading five, Rosen (1988). (By Matthew Hundt) It blurs the boundaries between that which is work and play and ties the individual closer to the organisation What do the skits do? They work to satirically put forward a point or belief within the business in a seemingly non threatening way. It also pulls the big wigs down from their pedestal which, although it embarrasses them, can arguably prompt a more prolific connection amongst the employees. Lecture 6 Managing the Body 1. How have management historically related to the concept of the employees body? Body was perceived as threatening to the social order 2. What are some of the bodily practices that managers and other leaders of organisations have tried to manage? Manage sex: keeping it contained and even removed from organizations as it was made an object of shame Managing drug use, alcohol consumption, smoking, sleep etc. 3. What is bureaucracy and what is McDonaldisation? Bureaucracy: discretion and creativity is limited McDonaldisation: the scripting and controlling of the workers to suit the needs of the company and for the customers. Their body is being managed by the managers. 4. What does it mean to talk of management as a disembodied practice? Managing and working in an organization where thinking and doing is separated (Taylorism) the body is not used in the organization, rather it is being controlled. 5. What is expected of management in relation to their bodies? Containing the body, making it productive, making it obedient 6. What ways are management now starting to intervene into the body of employees? Controlling and managing sleep, smoking, alcohol and drug use Exhausting the body, emotional labour, commoditised bodies 7. Make sure you can summarise the main arguments of tutorial reading six, Acevedo et al (under review). (By Michelle W) Managing the body in the organization (Kate Moss and drug use) Lecture 7 Managing Communication 1. What is polyphony? Multiple forms of truths (overlapping or conflicting) where it is impossible to construct one truth or vision about an organization or the world 2. What is parrhesia? Communication linked explicitly to notations of truth where an individual speaks what they believe to be true; not to obscure or persuade but they feel they have the

Kelly Tran duty to do so. The weaker individual practices this where they are taking a personal risk, they are the moral character. E.g. whistleblowing 3. What is rhetoric? A loose relationship with truth where an individual or a group persuades or convinces someone. This is practiced by people in power such as politicians and governors. Aristotles work: 1) Have to believe in the character of who is persuading 2) Connect with emotions of the audience 3) Nature of the argument is used 4. What is the difference between parrhesia and rhetoric? Rhetoric communication has a loose relationship with truth (persuading people with what may not even be the truth) whereas parrhesia has an intimate relationship with the truth and also power (revealing the truth in the organization as a means to bring down power or just as the right thing to do) 5. What forms of managerial or organisational communication can be described as rhetorical? Managerial communication is to motivate and get people to buy what they are selling (e.g. Coca Cola: bringing people together this is only a slice of communications; not the whole thing) 6. What employee practices can be described as examples of parrhesia? Whistleblowing: employees who believe have the duty to speak the truth about the organization are not speaking the truth to obscure or persuade people, but just as the moral thing to do for the public/themselves maybe to bring down power that is used unethically. 7. Make sure you can summarise the main arguments of tutorial reading seven, Klein (2001). (By Michelle W) Ethics behind organizational branding: why do they do it? Think about perspectives of the schools and organizations they benefit: Organizations look ethical to the community while tapping into new markets Schools get better facilities Lecture 8 Managing Change and Innovation 1. How has work organisations changed according to popular management writing? Flatter hierarchies, post-bureaucracies, new organizational forms, matrix organizations, virtual organizations, downsizing, delayering, upskilling, post-modern organizations 2. How is change linked with anxiety? Living in liquid times means a more unstable, anxious individual self Managerial anxiety increases when an organization is changed and the job of managing is constantly changed anxiety can also cause change in the work place 3. How is change linked with newness? Consumption is predicted on anxiety and desire and is sold by claims of newness

Kelly Tran New anxiety is created around the need to manage employees smoking, drug use etc 4. How is change linked with consumption? An anxious self is encouraged to bolster itself primarily through acts of consumption, consumption of drugs, or of new self-image 5. What are management gurus and what is the management advice industry? Management advice industry comprises of a wide network of diverse, loosely connected and unregulated organizations and individuals that seek to profit from the anxieties of management. Management gurus: apex of the management advice industry. 6. What role do they play in promoting anxiety, consumption, amnesia and change in organisations? 7. Make sure you can summarise the main arguments of tutorial reading eight, Huczynski (1993). (By Michelle W) Why does management use fads? To solve problems, gain new advantages, improve relationship with staff. What does it say about managerial decision making? Fads seem like a quick fix, but cant solve long term issues Lecture 9 Managing Resistance 1. What is unitarism in management thought? Unitarism is a unit where people share the same views, indicating that there should be no conflict e.g. Corporate Culture, Human Resource Management 2. What are the main assumptions of management texts regarding employee resistance? Employee resistance is illegitimate and negative Arises from a lack of failing on the part of the employee Eradication of resistance is unproblematic once the right technique is deployed 3. What might be limiting with these ways of understanding resistance? Relate to power as independent possession: others seeking power is shown as diminishment of our power Powerful first response not to try to understand resistance Resistance therefore is a de facto defined as illegitimate etc. 4. How can resistance be understood differently? What does resistance do for those who are resisting? Important form of communication, attempt to assert control, attempt to protect a threatened sense of self Should some managerial decisions be resisted? Fords Cost/Benefit Analysis, Milgran experiment, Whistleblowing Is management responsible for creating resistance? Law and rules can also create law breakers and rule breakers Do the job my way (Taylorism): creativity of individuality is criminalised

Kelly Tran Think what we want you to (Corporate Culture): thinking differently becomes an act of resistance 5. What does it mean to understand resistance as productive, as potentially positive, and as created by power? Refer to 4. Resistance can be approached differently Productive: they have done something, they have changed the way the organization is managed Positive: they are changing the way the organization is managed for the better 6. Make sure you can summarise the main arguments of tutorial reading nine McIlvanney (1989). (By Michelle W) Resistance and dissent is understood by those in power and those subject to it Lecture 10 Managing Ethics and CSR (Corporate Social Responsibility) 1. What are the origins of Business Ethics and CSR? Toxic chemical leak at Union Carbide plant in Bhopal, India 1984 ground contimatinared, deformities occurring and water pollution Deregulation and promotion of free-market economics 1980s businesses free from legal, governmental control and should self-regulate own behaviour 2. What is Business Ethics? Refers to both the large, principally academic body of writing considering the ethics that business should have and the practices within business organizations that are aimed at managing their internal ethics. 3. How is it managed within the organisation? Controlling ethics within an organization: managerial formulation and enforcement of ethical rules, policies and codes governing employee behaviour CSR and Ethics seen to serve a legitimising function, reassuring that the business is more ethical, it can regulate itself and doesnt need more laws and employees are working for good, honest and ethical organizations. 4. What are codes of conduct and what is the critique of such codes? 5. What is CSR? CSR (Corporate Social Responsibility) is the practices and policies voluntarily undertaken by a business as a reponse to the questioning of its ethics and effects on stakeholders. 6. How is it managed? Controlling ethics within an organizations and CSR (wider environment): CSR managers to develop ethical policies, signing up to voluntary codes or protocols, public commitments to reduce environmental damage, linking business with good images (environment, green issues, ending child poverty, encouraging staff to engage in volunteer work) 7. What are the critiques of both Business Ethics and CSR?

Kelly Tran Business bluffing ethical? Voluntaristic, selective, self-aggrandising, fails to questions the ethics of production and employment under modern capitalism Limits of Ethics and CSR Ethical control of ethics? Controlled through the imposition and policing of managerially defined ethical codes and policies. 8. Is management and organisation unethical? 9. Make sure you can summarise the main arguments of tutorial reading ten, Roberts (1984). Management is typically seen as a morally neutral activity Dave personal distance from his staff is maintained in order to preserve his capacity to make objective decisions. Val allow to get to know her staff as people rather than interest herself solely in her staffs overt behaviour. Lecture 11 Managing Organizational Design 1. What is organisational design? The planning of an organizations rationally designed structure Attempt to match the organizational structure to the contingencies that the organization faces 2. What are the ranges of contingencies that can influence structural decisions? Size complexity increased with size (no. of employees), standardization & formulation required. Environment stable and certain suit simple and bureaucratic structures; turbulent requires adaptable structures. Technology routinized with repetition are suited to bureaucratic structures. Nature of Workforce professional workers need/want greater autonomy & discretion (judgment) 3. Why might no decisions we, or others, make be regarding as objective and perfectly rational? 4. What are bureaucracy and post-bureaucracy? Post-bureaucracy: structure where employees have more chance to exercise discretion, be empowered or innovative etc. Bureaucracy: discretion and creativity is limited 5. What is Taylorism? Taylor Father of modern day management Aka. Scientific Management. Theory of management that analyzes and synthesizes workflows, with the objective of improving labour productivity Principles: Management Control Design for Efficiency Selection suited to the design Training maximise efficiency Monitoring ensure procedures are followed and best results achieved 6. What is Cookes (2003) broad argument regarding slavery and management?

Kelly Tran Slaves were fundamental importance to the managers Managerial concepts were there already in the plantations before Taylorism Slavery is a forgotten form of management. Relationship of superiority to manage people from slavery is imprinted in contemporary management 7. Make sure you can summarise the main arguments of tutorial reading eleven, Bakan (2004). The genius of the corporation: capacity to combine the capital and thus the economic power, of unlimited numbers of people Limited liability: the liability of a firm's owners for no more than the capital they have invested in the firm Corporations are now separate from the owners, managers and investors where they are now able to acquire assets, employ workers, pay taxes etc. They have been reconceived as a free and independent being; instruments of govt. policy Lecture 12 Managing Globalisation 1. What are the main benefits of globalisation for business? A diverse student body e.g. in the lecture room In a global/ multicultural city Wearing clothes manufactured worldwide. Studying management: a global/ universal(ising) language. Training to be knowledge workers in a global economy. Harmful traits of globalisation such as: Global financial meltdown e.g. if Chinas companies melted down, other companies around the globe will melt down as well Interconnected. Massive global inequalities and poverty some countries are much richer and others are much poorer Serious political and ideological clashes ways of life criticized The loss of diversity, the rise of homogeneity e.g. American Capitalism spread worldwide; cultural motifs. 2. What are the benefits and costs of globalisation for other groups and people? Externalities (impact on any party not directly involved) and flexibility Specialised labour E.g. Chittagong ships where labour force runs the ship and on low tide, these workers will dismantle the ship. Cheap and disposable labour E.g. EPZs to attract MNCs (multinational corporate) to invest in these zones Decreased dependency on nation states corporations are bigger than nation states, MNC relocating production and service work Greatly enlarged markets rise of the global brands, spreading of the brand can cause homogeneity and loss of diversity. 3. What are Economic Processing Zones? Building infrastructures and warehouses, security fences, police with military Promise a productive, safe and cheap well police labour force; wont tax them any money, suspend normal laws that apply to minimum wage, lighter touch to health and safety, get MNCs to invest in the nation.

Kelly Tran 4. What is work like within these zones? Temporary suspension of labour conditions, minimum wage laws, tax obligations and health and safety regulations, to attract capital. Ambivalence: Rise in wages that are below subsistence levels (people need to survive), military-like supervision (safe, secure and attractive) 5. Why is there likely to be a large source of cheap and relatively disposable employees globally for a long-time to come? People work to live, even if there is a very minimum wage For commercial companies, there are millions of people that are desperate to work for you to earn a wage whether it is only $1 or $2 a day benefit to the companies. 6. What has been the function and effect of the IMF and the World Bank in providing a more business friendly global environment? Practiced with corporations to make a global economic system; they are the two big global institutions which can lend large amounts of money can provide resources and help nations get back on their feet. Conditions apply (structural adjustments: as a country must implement to gain this aid.) The World Bank and IMF have been disastrous failures imposing an enormous burden on the worlds poor and seriously impeding their development. Korten (1995)