Administrative staff may seek and achieve the creation of individual positions

Administrative staff may seek and achieve the

  • Harvard University
  • SOCIOL 25
  • Notes
  • nzuvia
  • 59
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Administrative staff may seek and achieve the creation of individual positions and corresponding economic advantages for its members. This method takes a step toward bureaucracy or sometimes feudalism. Status Honor and the Legitimation of Authority o Charismatic authority can’t be stable for long. In order for charisma to be transformed into an everyday phenomenon, it needs to have more of an economic grounding. It must be adapted to some form of fiscal organization to provide for the group. When a charismatic movement develops toward prebendal provision (Weber’s term for salaried bureaucracy), the “laity” becomes differentiated from the “clergy” and the “state” becomes differentiated from the “tax payers.” o Routinization is not free of conflict. Personal claims on the charisma of the chief are debated, and the determination of status and level of charisma are contested. Power of absolution for example, was originally only held by martyrs or ascetics, but transformed into the power of the office of bishop/priest. The more highly developed the interdependence of different economic units in the community, the greater the pressure of the everyday needs of the followers. Essentially, charisma is a phenomenon typical of prophetic movements, but soon the domination is well established and the large masses of people force everyday Vaughan The Trickle-Down Effect: Policy Decisions, Risky Work, and the Challenger Tragedy -Diane Vaughan Vaughan uses archival data and interviews to revise conventional wisdom of the launch decision.
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Argues that what happened was not an anomaly; it could happen in any organization. 1. Affirms that prior policy decision played a pivotal role in the Challenger tragedy. 2. Reveals how the decisions of top administrators trickled down through the organization, altering the structure and culture of the organization and affecting engineering risk assessments made at the bottom of the hierarchy. 3. Affirms that production concerns permeated the culture of the workplace. The culture was governed by three cultural imperatives: production concerns, bureaucratic accountability, and the original technical culture. 4. Shows how this complex culture affected all people doing the risky work, managers and engineers alike. In organizations involved in risky work, error-reducing activities have concentrated upon the decision-making decision and the individuals who participated in it. They ignore the history and political contingency of these complex organizationz. The Presidential Commission investigating the Challenger disaster revealed that the O-ring failure of the Solid Rocket Boosters was preceded by questionable middle management decisions. 1. Midnight hour teleconference on the eve of launch, when contractor engineers protested launching in unprecedented cold temperatures. NASA middle managers proceeded with the launch, violating safety rules about passing information up the hierarchy.
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  • Management, Charisma, Charismatic authority

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