“…One is the challenge to established and orthodox formations of management knowledge, and the second is [to] question how human identity/subjectivity is shaped by the political and cultural dynamics of organizational knowledge and practice. (Prichard, 2007, p. 411)…”
Section: The Politics Of Order and Chaos – Concluding Remarksmentioning
An aim of all of the management of healthcare systems is the smooth provision of services. A great deal of effort is put into ensuring processes will obtain this ideal--the well-run system. The central argument in this paper is that these processes result in a system that perpetrates violence and coercion on its clients and workers. This violence is structural and personalizing in its effects. Moreover, time and effort is taken away from the actual work of the system for its management. Under such managerialist control, the idea of chaos and the need to ensure order are used to fuel an apparatus that takes the focus from other aspects of the system such as the power relations that keep the system as it is. In such an ordering, the clinical audit is promoted as a method to ensure order by keeping ahead of, or removing the potential for chaos. In using Žižek's ideas about violence it is possible to identify how efforts and attempts to correct the system are doomed to fail just as they hide how nurses' enrolment in the service of the system leads to alienation and subjectification. A central aim of this paper is to rethink how power and implicit violence are practised in such processes. To overcome the inherent violence of the audit culture, this paper suggests an interruption of audit cultures with a promotion of more radical positions for nursing practice and clinically based research. The hope is to recalculate and interrupt how nurses are to operate in the management structures that organize healthcare.
“…One is the challenge to established and orthodox formations of management knowledge, and the second is [to] question how human identity/subjectivity is shaped by the political and cultural dynamics of organizational knowledge and practice. (Prichard, 2007, p. 411)…”
Section: The Politics Of Order and Chaos – Concluding Remarksmentioning
An aim of all of the management of healthcare systems is the smooth provision of services. A great deal of effort is put into ensuring processes will obtain this ideal--the well-run system. The central argument in this paper is that these processes result in a system that perpetrates violence and coercion on its clients and workers. This violence is structural and personalizing in its effects. Moreover, time and effort is taken away from the actual work of the system for its management. Under such managerialist control, the idea of chaos and the need to ensure order are used to fuel an apparatus that takes the focus from other aspects of the system such as the power relations that keep the system as it is. In such an ordering, the clinical audit is promoted as a method to ensure order by keeping ahead of, or removing the potential for chaos. In using Žižek's ideas about violence it is possible to identify how efforts and attempts to correct the system are doomed to fail just as they hide how nurses' enrolment in the service of the system leads to alienation and subjectification. A central aim of this paper is to rethink how power and implicit violence are practised in such processes. To overcome the inherent violence of the audit culture, this paper suggests an interruption of audit cultures with a promotion of more radical positions for nursing practice and clinically based research. The hope is to recalculate and interrupt how nurses are to operate in the management structures that organize healthcare.
“…If we were to examine Walkman use from a political economy perspective, the picture becomes even more problematic for the simple application of prescribed managerial action (Harvey, 2007;Prichard, 2007). As the case study notes, the plant is struggling to meet production quotas.…”
The intellectual and substantive resources of Critical Management Studies are difficult to use in the typical managerialist undergraduate classroom. Their emphasis on power, exploitation and subordination often `jar' with conventional curricula. In this article I offer a `three moves' approach to teaching critical management studies that provides a means of `smoothing' the `entry' of these resources into undergraduate teaching. The `three moves' involve (1) distinguishing between different forms of knowledge, (2) locating organizational politics at the centre of work organizations, and (3) using dramatic, empirically based, scripts as the basis for engaging with organizational problems. The approach locates management practice in `real world' management dilemmas and provokes students to consider, as they come to grips with critical analytical resources, not just how they might perform as managers, but how they might best engage as organizational participants.
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