Moderism and Postmodernism Essay Example

view power in a traditional way and establish a top-down flow of power with a formalized structure requiring constant reporting to superiors. Modernists view resistance as interference and unnecessary, so they opt for a hierarchical channel to prevent uncertainties. (Skyttner 2005)

Despite the potential for different interests and resistance within an organization, Modernist thinkers believe that authoritative power is essential for efficiency and order. They maintain that power should be exercised from the top-down to minimize resistance and handle any unwanted behavior. This belief is rooted in the co-relational nature of power and control, which Modernists assert should be passed down from those with the most knowledge and experience in their specialized fields. This approach is consistent with the principles of Scientific Management. (Jaffee, 2008).

According to Jaffee (2008), modernists closely follow Taylor's scientific management strategies, believing that power and control come from de-skilling and the division of labor. This approach prioritizes the organization's interests above all else. One reason for adopting this approach is to reduce costs by centralizing power and minimizing control for other individuals who may require higher pay rates. Another reason is to overcome resistance, as staff must report to their superiors due to the division of labor, in line with the bureaucracy theory. In short, the modernist approach closely aligns with Taylor's philosophies as a means of achieving organizational efficiency.

Furthermore, modernists have adopted Taylor's concept of "de-skilling" in order to increase production rate and efficiency while reducing labor costs, which aligns with the organization's objective. This idea is supported by various modernist control theories including clan control theory, market theory, agency theory, and bureaucratic theory. Though each theory has unique approaches

towards control, the goal is the same: align individual interests with organizational goals (Hatch & Cunliffe, 2006). Taylor also introduced the "differential piece pay rate system" as another theory.

Implementing this system in a modernist organization would motivate workers to produce more, leading to higher wages and reduced resistance. However, post modernists hold a different perspective on power, control, and resistance, criticizing the management practices of modernism. They believe power is multi-dimensional and should be based on a horizontal hierarchy, allowing for social relationships and employee voices to be heard. (Taylor, 1923; Hatch & Cunliffe, 2006).

The postmodernist perspective on power and control differs from that of modernism. They reject the idea of a single dominating power and the notion that specialized knowledge should give individuals the authority to make decisions within an organization. The postmodernist perspective favors flexibility and rejects the rigidity of modernism. According to Jackson (2000), truth and methods of working are not fixed, and one should avoid a permanent ontology and epistemology. Postmodernists believe in disciplinary power, a concept advanced by Michael Foucault, which allows individuals to work in teams and monitor their own performance without constant control and instigation. Disciplinary power promotes self-discipline and docility among employees within an organization.

In the perspective of postmodernism, the concept of self-management and self-surveillance is seen to ultimately lead to self-motivation. This is because individuals are inclined to work harder, ensure that their work meets quality standards, and complete assigned tasks on schedule. This approach to control is practical in achieving goal-oriented behavior among employees and helps organizations attain their primary objectives. The postmodernist also argues that disciplinary power eventually results in individuals exercising self-control. In

this view, power and resistance are interdependent, and while resistance may occur, it can prove helpful. Postmodernist organizations emphasize social integration and entrust individuals with decision-making responsibilities.

According to Jaffee (2008), granting individuals the responsibility to evaluate and monitor their own performance eliminates the need for formal authority and punishment. This approach encourages individuals to actively participate in problem-solving and self-evaluation in the face of conflict and resistance. In contrast, the traditional modernist perspective relies on formal organizational structures and positions to wield power and control. This essay highlights how different perspectives, including postmodernism, can shape individuals' use of power and resistance within organizations.

From one viewpoint, power is frequently utilized through authority to enhance productivity, and it is commonly associated with rationality. However, from a post-modern perspective, power is viewed as an equal force within an organization, which can result in irrationality. Post-modernists also acknowledge that power can have both positive and negative impacts on an organization.