Organizational Identity and Control
Who developed it?
Barker
Technological Control
Computers tell you what to do
Concertive Control
Coworkers develop methods to central behavior Direct Criticism/Praise Monitors Others Exercise social pressure, obvians, and direct but not from management
Main Points
Focuses on teams organization Analyzes how people identify with team based organizations Influences Behavior
Unobtrusive Control
Not noticable Management creates a vision; employees act based on the vision Commitment values control
Identification
Sense of Belonging How people define themselves in terms of the organization Metamorphosis stage ID is enacted through spoon
Control
Simple Tech Beurocratic Unobtrusive Concertive
Bureaucratic Control
The use of rules/handbooks, regulations, and authority to guide performance
Simple Control
You're told what to do
