Ideological Control in Public and Business Organizations
More details
Hide details
University of Social Sciences, Lodz, Poland
Online publication date: 2017-06-30
Publication date: 2017-06-30
NSZ 2017;12(2):17–30
Control is the fundamental function of management, but companies due to the increasingly turbulent environment and public organizations because of purposes ambiguity have to seek mare flexible forms of control aimed at self-control. Thus, both sanctions and rewards associated with the control system must be less associated with factors that are external to the organizational mem ber and mare with interna! stimuli associated with the inner satisfaction and a sense of fulńllment. Such an option seems to offer ideological control. The paper is an analysis of ideology as an effective form of control in organizations. Therefore, the fundamental issues of the regarded ideology and control mechanisms related to it have been discussed. The direct appeal to ideology, as a fundamental element of normative control, offers the opportunity to exploit a large body of knowledge from sociology and political science in the service of organizations and management research. ldeological control as an organizational process consists of several stages. In the first stage, employees' individual ideologies relating to the organization are modińed or replaced by the ideology preferred by the organization. Replacement or modińcation of the ideology usually is rendered by showing the way of transformation from the current criticized reality to the desired vision of the future determined by the new ideology. lf members of the organization accept the criticism of the present reality and are attracted by the vision of the future determined by the ideology, they will act in accordance to this ideology. ldeology determines which actions are beneńcial to the organization, and which are harmful. Therefore, an organisational actor, whose actions are consistent with the ideology, would obtain rewards, and those whose actions are illegitimate would suffer from sanctions.
BENDIX R., 1970, The impact of ideas on organizational structure, [in:] O. Grusky, G.A. Miler (eds.), The sociology of organisations: Basic studies, The Free Press, New York.
CRITCHER C., JOHNSON R., CLARKE J., 1979, Working-class Culture: Studies in History and Theory, Hutchinson.
CZARNIAWSKA-JOERGES B., 1988, Ideological control in nonideological organizations, Praeger Publishers.
DOWLING J., PFEFFER J., 1975, Organizational legitimacy: Social values and organizational behaviour, Pacific sociological review.
ELCHARDUS M., 2009, Self-control as social control: The emergence of symbolic society, “Poetics”, Vol. 37, No. 2.
FOUCAULT M., 1998, Nadzorować i karać: narodziny więzienia, Aletheia, Warszawa.
GEERTZ C., 1964, Ideology as a cultural system, [in:] D. Apter (ed.), Ideology and discontent, The Free Press.
HERBERT A.S., 1972, Theories of bounded rationality, [in:] C.B. McGuire, R. Radner (eds.), Decision and organization, North-Holland Publishing Company, Amsterdam.
HOQUE Z., 2014, 20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research, “The British Accounting Review”, Vol. 46, No. 1.
LEWANDOWSKI R., 2008, Wykorzystanie Zrównoważonej Karty Wyników w organizacjach ochrony zdrowia–studium przypadku, „Współczesne Zarządzanie”, No. 4.
LEWANDOWSKI R., 2016, Zrównoważona karta wyników – nowa koncepcja, stare paradygmaty, „Research Papers of the Wroclaw University of Economics” [„Prace Naukowe Uniwersytetu Ekonomicznego we Wroclawiu”], No. 421.
LEWANDOWSKI R., KOWALSKI I., 2008, W poszukiwaniu obiektywnych metod pomiaru jakości usług me-dycznych, [in:] R. Lewandowski (ed.), Współczesne wyzwania strukturalne i menedżerskie w ochronie zdrowia, Katedra Organizacji i Zarządzania, Wydział Nauk Ekonomicznych Uniwersytetu Warmińsko-Mazurskiego. Olsztyn.
MANNHEIM K., 2013, Ideology and utopia, Routledge.
MEYER J.W., ROWAN B., 1977, Institutionalized organizations: Formal structure as myth and ceremony, “American journal of sociology”.
MINAR D.M., 1961, Ideology and Political Behavior, “Midwest Journal of Political Science”, Vol. 5, No. 4.
MUMBY D.K., 1988, Communication and power in organizations: Discourse, ideology, and domination, Ablex Publishing Corporation, Norwood, New Jersey.
OUCHI W.G., 1979, A conceptual framework for the design of organizational control mechanisms, [in:] Readings in Accounting for Management Control, Springer.
PARSONS T., 1967, Sociological theory and modern society, Free Press, New York.
PERROW C., 1972, Complex organizations, Scott Foresman, New York.
SALAMAN G., THOMPSON K., 1980, Control and ideology in organizations, The MIT Press.
SELZNICK P., 1949, TVA and the grass roots; a study in the sociology of formal organization, Berkeley, University of California Press.
SOOD V., 2003, Investment Strategies in Private Equity, “The Journal of Private Equity”, Vol. 6, No. 3.
SUCHMAN M.C., 1995, Managing legitimacy: Strategic and institutional approaches, “Academy of management review”, Vol. 20, No. 3.
THERBORN G., 1980, The ideology of power and the power of ideology, Verso Editions and NLB, Lon-don.
THOMPSON K., 1980, Organizations as constructors of social reality, [in:] G. Salaman, K. Thompson (eds.), Control and ideology in organizations.
VAN DIJK T.A., 2006, Ideology and discourse analysis, “Journal of Political Ideologies”, Vol. 11, No. 2.
WEICK K.E., 1995, Sensemaking in organizations, Sage.