TY - JOUR
AU - Mcphee, Robert D.
AB - Commentary on Alvesson Cultural-Ideological Modes of Control: An Examination of Concept Formation ROBERT D. McPHEE University of Wisconsin-Milwaukee HE subtextual message that I find most readily in Alvesson's chapter is as follows: We need to build more rigorous, powerful theory about organizational culture as related to managerial control. I suspect that most students of organizational communication will share with me great sympathy with this call. Alvesson reviews the plethora of alternate, un­ derrationalized, and underused conceptual schemes for the study of culture and cultural phenomena. He judges them using a number of fairly demanding criteria, and finds that a somewhat different conceptual apparatus needs to be developed. He develops such an apparatus, consisting of four "cultural­ ideological modes" of managerial control: • collective (creation of a sense of strong ties to a collective) • performance related (meaning both the financial surveillance system and the specific way this is socially interpreted in the organization) • ideological (ideals, norms, and values that provide a sense of direction and a basis for praise and blame) • perceptual (processes that affect employee views of organizational reality, espe­ cially their construal of objects and situations) He then tries to take some additional steps toward 
TI - Cultural-Ideological Modes of Control: An Examination of Concept Formation
JO - Annals of the International Communication Association
DO - 10.1080/23808985.1993.11678843
DA - 1993-01-01
UR - https://www.deepdyve.com/lp/oxford-university-press/cultural-ideological-modes-of-control-an-examination-of-concept-UL3RfFO07B
SP - 43
EP - 43
VL - 16
IS - 1
DP - DeepDyve
ER -