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