Soc 168

Front 1

An organization is a social entity that involves

Back 1

1. Multiple Participants. A set of relationships between the group.

3. Set relationships and roles.

4. Shared mission or set of goals that unites the entire organization

4. Recurring setting task.

5. An organization is embedded and shaped by its external environment

Front 2

There are two aspects that really shape organizations.

Back 2

1. Structure

2. Culture

Front 3

Two Structure aspects of organizations

Back 3

1. Vertical Organization

1. Horizontal Organization

Front 4

Example of Vertical base Structure of an organization

Back 4

The mafia

The mafia is run like a business. There is a chain of command. It is almost like a hierarchy.

Front 5

Example of Horizontally based structure of an organization

Back 5

“The Bloods”. They consisted of different sets. This horizontal structure is more based upon the idea of mutual protection or some sort of cultural idea of family or something like that.

Front 6

Charismatic Gang

Back 6

It is based around a leader. Pablo Escobar and his cartel. His decisions and perspectives organized everyone Based around individual leadership. Another good example is a cult.

Front 7

Culture

Back 7

Shared beliefs system - Beliefs, rules, uniforms, different ways of addressing people, customs, etiquette. Calling your boss sir or madam, etc.

Front 8

Organizations will do things that are contrary to their definition.

Back 8

1. n organization is greater than the sum of its parts. It can be understood as having a mind of its own. It is like an own social entity.

2. Roles and relationships are not necessarily perfect. In theory and officially a subordinate might be more powerful than somebody that is superior to them.

Front 9

The way in which relationships work might be prescribed to be one thing but as it carries out in real life might be something completely different.

Back 9

1. An organization might stay a particular mission but it might address different goals or it might not address its stated goal. They prioritize goals. Goals might change over time.

2.Task change. Technology change it changes tasks. Tasks are dynamic.

3.The external environment always shifts. The world changes. The work changes. Markets change. How do they construct the environment. Example. Money Ball.

Front 10

Two Schools of thought.

Back 10

1. Scientific ManagementFredrick Taylor (Taylorism)

2. BureaucracyMax Weber

Front 11

Scientific Management (Taylorism)

Back 11

1. Efficiency and Productivity- Looking at the way in which factories produce more and more efficiently.

2. Minimizing Turnover - Finding people than can fit particular jobs

Front 12

6 Ways to Achieve Scientific Management

Back 12

1. Standardized tools and Standardized tasks

Everybody has the same tools and there is a certain amount of work you have to do in a day. There are goals that you need to meet.

2. Paid ReasonableIf you pay people well enough they will go to work. Working was just about MONEY

3. When it comes to training the company provides it.You don’t learn from apprenticeship. When you get hired by the company, the company is responsible of training.

4. The work is individualistEven though you are working with other people, you are not working with them. It is not group work. You are responsible for one task and one task only.

5. You select the best person for a particular jobThe work is based upon what your individual skills are. Job is based upon the individual physical and intellectual and mechanical abilities.

6. Eight hour work day with brakes.Long hours limits your ability to perform. Also safety concern. The whole idea with scientific management is that you want to maintain a stable workforce.

Front 13

What is Bureaucracy and who's theory is it

Back 13

1. Laws, rules, procedures. A rational-legal authority, where decisions were based on rules. Everybody in a bureaucracy is treated the same way. Everybody undergo the same process

2. Max Weber

Front 14

6 Components of Bureaucracy

Back 14

1. Define Jurisdictions- Particular offices and particular workers. Particular segments of bureaucracy. Particular offices deal with specific things and they don’t go outside of that.

2. Jobs are ordered into ranks -There is a hierarchy in place. Particular ranks. Example, In the military there are particular ranks. Private, corporal, etc.. Jobs are organized into ranks.

3. Rules and Protocols - Your task and what you do are governed by rules and particular processes. Everything is done the exact same way. All the forms are the exact same.

4.Separation of private property and public property - Your private work self is different than your public self. You don’t really drag work into your private world and vice versa.

5.Technical Qualifications - Certain qualifications you get in advancement within the organization, you get hired based on your technical qualifications.

6. Working in a bureaucracy is a career - You work there your entire life. You will advance and spend all of your time there, company, the military, the government, academia, etc.

Front 15

Two things that make Bureaucracy so powerful

Back 15

1. It knows everything. It has all the information that goes through it. You rely upon bureaucracy to give you information. Your knowledge is predicated upon how much the bureaucracy knows.

2. In order to get things done you have to go to the particular steps of the bureaucracy in order to get things done.

Front 16

Problems with bureaucracy

Back 16

1. You have to go through different steps in order to get something done.

2. It doesn’t deal with particular circumstances that are very personal

3. New technology in place and bureaucracy doesn’t know how to deal with it because it is not in the rules yet.

Front 17

What is The Hawthorne Effect

Back 17

When people are being observed and their contributions are being recognized, people were more productive.

Front 18

Who created The Hawthorne Effect

Back 18

Elton Mayo and Fritz Roethlisberger

Front 19

Why are Formal and Informal Relationships important

Back 19

They are the bedrock on how people work, how much they enjoy their work, etc.

Front 20

THE HUMAN RELATIONS SCHOOL

Back 20

Focused on the relationship between human beings. Formal and Informal relationships.

Front 21

Donald Roy “Banana Time”

Back 21

1. Games - turning your work into a game to make it less tedious.

Times - Interaction between people - Banana Time, Peach time, Lunch Time, Fish time, Window time, coke time, etc.

Front 22

Donald Roy “Banana Time”

Back 22

1. Organizations are more efficient when people have strong informal bonds with each other.

2. Bonds are very important because they set the tempo for the performance of a particular organization.

Front 23

Donald McGregor idea of what human relations

Back 23

1. People do not inherently dislike work.

2. It’s not just about punishment to get people to do things.

3. The main reward for people at work is not just money. People want the satisfaction of their egos and self-realization.

Front 24

Anteby piece “Identity Incentives”

Back 24

Anteby looked at Welders making homers.

Allowing workers to be creative and develop and identity as craftsman, etc. Build a bbq, make a toy for their kids, etc.

Front 25

Control and Consent

Back 25

Free Labor, It’s not just about money, it’s also about self-realization. it provides them with network opportunities.The experience. It’s FUN.

Front 26

Reciprocity

Back 26

I let you do this and when I need you to do this you will do it. By letting workers use their identity as crafts people they can control the workers.

Front 27

Ashley Mears

Back 27

is a sociologist who focused on “Working for free”Modeling industry. Models working at bottle service. Models don’t get paid for this.

Front 28

Critics on human relations school.

Back 28

1. Harry Braverman (Marxist Scholar) Tthey are happy but at the end of the day they are still getting exploited by their bosses. They are still being controlled.

Money still matters. being creative and being recognize is good but you can’t pay your bills with self-actualization.

3. Some scholars question the relationship of productivity and happiness period. Is the relationship a real relationship that can be proven between happiness and productivity.

4. Companies can take advantage. The reality is that the indention is for people to work harder and be controlled a little more because they have these sort of things.

Front 29

Scientific Management

Back 29

Maximize production and effectiveness

Front 30

Human Relations School

Back 30

Maximize Happiness

Front 31

“Behavioral theory of the Firm”.

Back 31

1. How do they select the goals that they go for?

2.Making decisions take a lot of time and a lot of resources. Make a decision quickly and you have to make the decision effectively.

3. How do organizations understand their environment. These environments are very complex. How do they understand the environment in which they are in.

4. What is rationality? what is a rational decision? Things that are appear rational are in contrary not rational.

Front 32

The prisoner's dilemma

Back 32

Remember the Stabler and Ice Cube Example

Front 33

How do organizations decide what is rational and the first place?

Back 33

There are two assumptions that neoclassical economics have. All the way back to adam smith and ricardo.

1.Have a clear profit motive. They want to maximize profit.

2.There’s an assumption that organizations have a perfect information They know what their environments are like and they know the repercussions all their decisions.

Front 34

Bounded Rationality

Back 34

Your idea of a rational decision is bounded by information you have available. You’re bounded by things available to you. Ex.Common Sense, routines, rules of thumb.

Front 35

Bounded Rationality

Back 35

Ex. Professor takes us to dinner and he chokes on a stake. Another example: The billboard music chart. The “Sound Scan” vs calling stores to see what's selling.

Front 36

Bounded Rationality

Back 36

With limited information do you thing that make sense but with a broader information, you redo things that are more rational.

Front 37

The Behavioral Theory of the Firm” by James March and Richard Cyert.

Back 37

1. Goals - How well do they do in pursuing these particular goals. What other organization’s levels of performance is

2. Expectations- What do they expect to do. What level of expectation do they have for the decisions they make. What expectations do they have pursuing a particular course.

3. Choice - What choices do they make when they're faced making a decision. What do they choose to do. What is the response to a particular problem.

Front 38

DECISION MAKING

Back 38

1. The quasi-resolution of conflict

2. Uncertainty Avoidance

3. Problematic Search

4. Organizational Learning

Front 39

The quasi-resolution of conflict

Back 39

It is not the resolution of conflict is the quasi-resolution of conflict. Good enough. Prioritize goals. Example: The class is making movie. Organizations will prioritize goals because they want to minimize conflict. You can’t pursue all the goals so you prioritize them and pursue particular goals.

Front 40

Uncertainty Avoidance

Back 40

Uncertainty is the enemy of organizations. Uncertainty is the thing that you want to minimize completely. This is address the followingFocus on the short term because you can understand it better that the long-term. Example: Elected officials focus on short-term issues instead of long term goals.Rely on things that fit with routines. You might want to focus on things that you already have fixes for.You build the environment yourself you don't reconstruct the environment. You do research that fits your goals. You cultivate as much information as you can.You could do what other people do and conform. If this works for others, you do that too.

Front 41

Problematic Search

Back 41

Orient your decisions and actions upon one problem. Focus on that problem and you address it. Focusing having the blinders on one particular problem.

Front 42

Organizational Learning

Back 42

Process in which organizations find out if what they're doing is the thing to do. If something doesn’t work you change it. But they could be bias towards successful actions.

Front 43

Behavioral Theory in practice.

Back 43

“MoneyBall”

Front 44

“MoneyBall”

Back 44

The Oakland A’s changed the game and reconstruct their environment to limit uncertainty: They reconstructed the format of analyzing player and eliminated uncertainty. They avoided uncertainty by reconstructing and getting more perfect information through statistic. More information leaded to better decisions and they learned. They weren’t stuck in this quasi resolution of problem.

Front 45

Cognitive Bias

Back 45

Cognitive biases might limit their ability to make decisions, their willingness to change and prevents them from acting rationally. Two economists focused on behavioral theory and identified particular cognitive bias and they called heuristics.

Front 46

Heuristics

Back 46

Time saving routines people employ to make decisions on the fly. They have a concept called representativeness. When a particular action is representative of a particular situation. Who is a market that would buy a particular thing

Front 47

Ignorance of sample sizes

Back 47

The idea of seeing one thing as representative of a particular set of results. Example: Game TV shows. There were some successful shows. And everyone started creating them. But not all the shows were popular. They only looked at the one that succeeded.

Front 48

Availability

Back 48

One thing that really biases availability is visibility. Ex. People who are afraid of sharks. They overstate the dangers of sharks and they understate the dangerous of other animals. Another example is a pitbulls. Visibility leads people to believe and have the bias that pitbulls are more dangerous than other breed of dogs.

Front 49

Visibility

Back 49

What people see as important more than other things they do not see. Some biases exist due to visibility. Ex. An organization does this amazing merger and splash it all over the news it. This could lead to merger madness but it might not be the best situation if you are an organization and want to stick around. What the scholars pointed out is that there are biases than make sense and there are other things that cloud our judgement.

Front 50

POWER

Back 50

1. How organizations can influence other organizations decisions.

2. On a personal level who has the most influence who has the most power within an organizationNegotiation - Power is a huge part of negotiation.

3. Negotiation is key and understanding power it's a key part of understanding negotiations.

Front 51

Richard Emerson “Power-Dependence Relationships”

Back 51

Power is relational. Power comes out in relationships between two individuals or more. It’s a relational concept. Dyadic Relationship - The relationship between two individuals (A and B). We say they A have power over B.

Front 52

Power is relational.

Back 52

Power comes out in relationships between two individuals or more. It’s a relational concept.

Front 53

Dependance Aspects

Back 53

1. Dependence is predicated up on B having a particular goal and how much they're invested in obtaining it.

2. Dependence is predicated upon the ability for B to be able to go outside of the relationship to meet that goal. If B is unable to go outside the relationship to meet that goal then b is strongly dependent upon a.

Front 54

Dependence

Back 54

is the state where a social actor has a motivated investment in a particular goal and it is tied to the availability to satisfy this goals outside this relationship.

Front 55

Strategies for Power Dependence

Back 55

1. Coalition Building

2. Extension of the Network

3. Withdraw

Front 56

Coalition Building

Back 56

Ben and Alex form a coalition by teaming up by becoming best friends or realizing the pop is strong arming them into doing more stuff for him. By joining together they gain power over Pop. One example in real life as a cartel.

Front 57

Extension of the Network

Back 57

Finding other opportunities elsewhere. Once there are more relationships the dynamic of power really gets thrown off. There is a new kid in school and Alex becomes friends with him.

Front 58

Withdraw

Back 58

Ben can understand that pop is being so manipulative and he can withdraw from pursuing the friendship. It creates a situation where Pop doesn’t have power anymore. Withdraw and changing the goals out of that Network

Front 59

Status

Back 59

Willingness for people to defer to another despite that they are not getting equal consideration. Ex. There might be a situation where that they are willing to defer to Pop because he’s so cool and they are willing to be strongarmed. Another Ex. The Obama admiration example.

Front 60

“Resource Dependence”

Back 60

Emerson inspired a model that emerged in 1978 within organizational studies called “Resource Dependence”

Front 61

Organizations as Open Systems

Back 61

They interact with their environments. The cultivate relationships with other organizations to meet their goals and to sustain. You don't stay within, you have to stay open and form relationships with other organizations in order to survive in order to maximize your goals, etc. Example: Lenovo and Windows. By forming the relationship they can both meet their goals and there is a level of equal dependence.

Front 62

Power is Tridimensional

Back 62

1. Relational Power

2. Positional Power

3. Personal Power

Front 63

Personal Power

Back 63

Personal power is based upon the individual qualities of a person or an organization. Example Individual resources - Skills, Charisma, Reputation.

Front 64

Positional Power

Back 64

Having a hierarchical position. Your title or position within an organization. Your ability to the central social Central. Your position in a particular social structure.

Front 65

Realational Power

Back 65

Power comes out in relationships between two individuals or more. It’s a relational concept. it is not that you just have power he comes out and activated through relationships.

Front 66

Power

Back 66

Power is kinetic, it needs to be used in order to be powerPower is situational and based within a particular context. Ex. The queen of England, the monarchy used to have the power but that is no longer the case.Power depends upon structural governance as to how. Ex. A committee vs a board.

Front 67

5 things that can power do?

Back 67

1. Power allows you to ability to dictate an agenda, dictate what's important, you have influence of what can be understood as what is important.

2. It allows you with the opportunity to form meaning - Example the authors of History are the winners.

3. The ability to persuade people -weather it is your personal qualities or your abilities. The ability to mobilize - Power comes out when it kinetic,

4. The ability to mobilize your power the ability to form coalitions with people. You can have a lot of potential but if you don't strategically mobilize your power, it very difficult to meet your goals.

5. Power is not finite - That there isn’t a limited amount of power In the context of the market. Power is all about the idea of being used that different people within the organization. Just beceuase one organization gains power, it doesn’t mean the other loses. The key is to make it into kinetic force, to use it.

Front 68

Multiple aspects of power (Test)

Back 68

1. It’s dynamic

2. It’s personal - based upon personal attributes

3. Based upon a position - that can convey legitimacy

4. It is based on relations - relational aspects, the basic elements of interaction.

5. Power is both a force that is potential but power is much more effective when it’s used.

Front 69

Social Construction

Back 69

Consensually formed meanings and understanding of natural or social phenomena that constitute our understanding of reality. The agreed-upon and shared meanings and understandings of natural and social phenomena that constitute our understanding of reality.

Front 70

“Social Construction of Reality”

Back 70

Berger and Luckmann “Social Construction of Reality” (the inspiration behind institutionalism). The idea of an institution is so well socially constructed that we all understand that is the right thing. Example: Hip Hop music started in the bronx and it was a real thing but if you asked someone in Manhattan they wouldn’t knew what it was because it has to spread, it has to build. It then spread through scenes, depending on the place, the style might be different, clothes might be different, The rhymes might be different.

Front 71

Institution

Back 71

It is the point in which people understand a particular meaning and if diffuses through people who can recognize it.

Front 72

homogenises

Back 72

When movements like rap spread, it homogenises. The more and more homogenized it became it meant that hip hop became institutionalized.

Front 73

Myths

Back 73

Myths are something that is constructed. It has some reality in it but it’s creation by us. However, conforming to these ideas that meaning gives people legitimacy. When organizations adopt the same practices and organizations adopt the same institutionalized practices, it gives them legitimacy.

Front 74

Conformity is a sign of legitimacy

Back 74

by not conforming you are not legitimate. Example: Video editing. Final cut is the industry standard to Video editing. The idea is that by not following at confirming you are seen as illegitimate.

Front 75

Isomorphism

Back 75

The idea that all organizations or majority of organizations either do the same practice or assume the same form.

Front 76

Paul Dimaggio and Walter W. Powell “The Iron Cage Revisited”

Back 76

What are the forces that lead organizations to do the same practices and assume the same forms?

Coercive Isomorphism

Mimetic Isomorphism

Normative Isomorphism

Front 77

Coercive Isomorphism

Back 77

Based on Laws. There is some law or there are really strong norms within a community that forces people to adopt a certain standard to doing things.

Front 78

Mimetic Isomorphism

Back 78

You observe what other people are doing and you copy it.You are trying to figure out what to do and you follow what everybody else is doing.

Front 79

Normative Isomorphism

Back 79

Part of your professional training. Ex. You are a lawyer. There are certain practices you have to do. Supposed to write a brief in a certain way. Rate a certain rate for billable hours. It’s like saying that's the way we do things in the profession.

Front 80

Tolbert and Zucker “Institutional Sources of Change”

Back 80

They were looking at the diffusion of civil service. There were 2 ways in which it diffused. Law - Pass a law for civil service reform everybody eventually conformed. A few refused to but eventually they will. One example is the 21yr drinking age. It is a slow grow - One adopts it, two adopt it, three adopt it and and there is a tipping point where everybody adopt it because they see it works.

Front 81

There are two ways in which civil Service was diffused

Back 81

1. Law - Pass a law for civil service reform everybody eventually conformed. A few refused to but eventually they will. One example is the 21yr drinking age.

2. It is a slow grow - One adopts it, two adopt it, three adopt it and and there is a tipping point where everybody adopt it because they see it works.

Front 82

The Blind Side

Back 82

After teams saw the 49ers shift their attention to the left tackle? Everybody prioritize the left tackle. This is institutionalism at work isomorphism at work. The change in the social construction of the left tackle came and teams started slowly adopting it to a point every team adopted it. Almost the same way the cities adopted civil service. Eventually everyone conformed to look legitimate

Front 83

Organizational Ecology

Back 83

The whole idea behind organizational ecology is understanding that a market is an ecosystem. It’s the environment and how organizations become affected by that environment. Things to look at:

Front 84

Adaptation

Back 84

If there is a massive change in the market. If a law passed and created a situation where you couldn’t do business a certain way or sell particular things. What effect would that have? How do organizations adapt to that sort of thing?

Front 85

Two particular things around organizational ecology

Back 85

1. Niche partitioning

2. Resource partitioning

Front 86

Article by Glenn R. Carroll and Anand Swaminathan “Why the Microbrewery Movement?” Organizational Dynamics of Resource Partitioning in the U.S. Brewing Industry”

Back 86

Niche brands, Gerneralist /Specialist. Micro-Brewries/Big Brands

Front 87

what did big Breweries do order to expand the market

Back 87

They put out new products. More premium options in a way. Michelob, blue moon, etc. They had some subtle differences but not completely different.They put other labels - bud ice, bud light lime, etc. Things that are not much of a jump. Cheaper options. They introduced malt beverages, like. Smirnoff ice, Zima, Mike’s hard lemonade.

Front 88

Authenticity

Back 88

If the most successful microbrewery all of a sudden decided to attempt to make the best pale ale ever created (stuff similar to Bud) it wouldn't work because the company would lose authenticity. Authenticity plays a huge part in niche organizations.

Front 89

Categories.

Back 89

Categories are a crucial aspect of living in a social world. Categories are created In order to maintain some understanding and coordination. Ex. Genre Music

Front 90

Categories

Back 90

A category is both a way in which we receive things and it is a way in which we can coordinate our actions. A certain classification that is agreed upon by people. These categories are the framework of us understanding and receiving social actions or social entities.

Front 91

Two aspects of categories

Back 91

1. How do organizations make categories - how they produce and categories, hot they reproduce categories.

2. How do organizations categorize- how are they received because of their membership in a particular category.

Front 92

How do organizations make categories

Back 92

Organizations do not make categories instantaneously. It is through a process of social construction. Example: The idea of the category of Hispanic or Latino

Front 93

The idea of Hispanic emerged through the actions of various organizations:

Back 93

The Census

The Media

Activist Groups

Front 94

Durable Inequality

Back 94

Inequality becomes solid, durable and long-lasting when organizati start classifying people according to external classifications. Example: In the past in new Jersey There was this idea that African American women were nurses.

Front 95

Typecasting

Back 95

We associate particular actor/actresses with a particular identity based upon the roles they occupy. The categories of movies or shows they participate in. Because they are associated with this genre we understand they have this particular identity and we receive them as being that.

Front 96

Focused Identity and Robust Identity.

Back 96

Being typecast is having a Focused Identity. Example when you say Will Ferrell you automatically think of comedy. He has a Focused Identity vs having a Robust Identity. Example. Daniel Day-Lewis

Front 97

The Apple Example

Back 97

Apple started out as a computer company. They were focus. Apple changed his identity by taking a calculated risk and they introduced the Ipod. They also introduced over time, the Imac, Itunes, the iphone, ipad, iwatch. By getting this robust identity apple is not just a computer company, apple becomes something that is understood as being a “diverse product label”.

Front 98

Liz Pontikes - She sees that it may the other way around. Pontikes points out that you don’t look at an audience in a particular way. We have 2 audiences

Back 98

Venture Capitalist - They give you the money When it comes to an identity venture capitalist want robust identity. They want a startup to have multiple identities. Start ups have ideas but they don’t know exactly and precisely what they are. Venture capitalist look for lots of possibilities. Consumers - You need people to buy this stuff. Use this stuffConsumers want a focused identity. They want a product that is is not vague.

Front 99

Categorical membership

Back 99

Categorical membership (Identity) is received in many way by different group of individuals.

Front 100

"Banana Time" by Donald Roy

Back 100

Games to pass time
There were "times" Banana time, peach time, Lunch time.

Roy found out that:1. Organizations are more efficient when people have strong informal bonds with eachother.2. These bonds are very important because they set the tempo for the performance of aparticular organization.

Front 101

Michel Anteby

Back 101

Anteby look at the case of homers. Welders making homers. You’re using the company’s time, the company’s tools and the company’s resources and you are not making what you are supposed instead you are making bbq grills or toys for your kids, etc. Allowing workers to be creative and develop and identity as craftsman, etc but why do then managers don’t care?

Reciprocity – I let you do this and when I need you to do this you will do it. By letting workers use their identity as crafts people and do these things, it is a way in which they can control the workers.

Front 102

Behaivoral Theory of the Firm

Back 102

An approach that emerged in behavioral economics during the 1950s and 1960s called the behavioral theory of the firm The focus of this approach is how complex organizations set their goals and make decisions. It addresses 4 key points:

Front 103

Michael Lewis "Money Ball"

Back 103

Michael Lewis focuses on a low budget team can win the world series. Low market team. Whatare some goals you can focus on if you are a baseball team? Winning championship,Maximizing attendance, win your division, reputation, signing Superstars turning a profit . Theidea was that Superstars was the way to win a championship but the Oakland A's couldn't dothat. But they wanted to turn a profit and win championships. So this is what they did theOakland A’s did to change the game and reconstruct their environment to limituncertainty :

Front 104

Michael Lewis "Money Ball"

Back 104

They avoided uncertainty by reconstructing and getting more perfect information through statistics not based on subjective scouting. More information leads to better decisions and they learned. They weren’t stuck in this quasi resolution of problem that is counter intuitive to keep turn a profit and keep a low payroll to win games.

Front 105

Michael Lewis "Blind side"

Back 105

What happened after all the other teams saw the 49ers shift all their attention to the left tacke? Everybody prioritize the left tackle position. Before this only the puner and the kicker made less money than the tackle. Everyone prioritize the left tackle to a point that it is the highest paid second offensive position. They went from the last to the second. The left tackle became a renaissance because they realized this person was the second most important position in the offense. Other teams started seeing the level of importance of the left tackle.

Front 106

Michael Lewis "Blind side"

Back 106

This is institutionalism at work isomorphism at work. the change in the social construction of the left tackle came to do this kind of Confluence of factors it was something before there was change a very good result to deal with a particular issue and then teams started slowly adopting it. to a point that every team adopted it almost the same way in which the city's adopted civil service slowly everyone eventually conformed in order to look legitimate

Front 107

Richard Emerson Power Dependance Relationships

Back 107

Power is relational. Power comes out in relationships between two individuals or more. It’s a relational concept. it is not that you just have power he comes out and activated through relationships.

Front 108

Pamela Tolbert and Lynne Zucker "Insitutional Sources...The diffusion of civil service"

Back 108

They were looking at the diffusion of civil service. Civil service is where theybureaucratize Services or State Services

1. By Law

2. A slow grow

Front 109

Article by Glenn R. Carroll and Anand Swaminathan “Why the Microbrewery Movement?Organizational Dynamics of Resource Partitioning in the U.S. Brewing Industry”

Back 109

Popular beer, the creation of niche brands or niche companies. Organizational Ecology

Front 110

Ezra Zuckerman

Back 110

Is being typecast a good thing? Focus identiy and Robust idenity. Actors and being typecast.

Front 111

Liz Pontikes: Two side of the coin

Back 111

She sees that it may the other way around. Pontikes points out that you don’t look at an audience in a particular way. We have 2 audiences Example: Start Ups 1. Venture Capitalist - They give you the money a. When it comes to an identity venture capitalist want robust identity. They want a startup to have multiple identities. Start ups have ideas but they don’t know exactly and precisely what they are. Venture capitalist look for lots of possibilities. 2. Consumers - You need people to buy this stuff. Use this stuff a. Consumers want a focused identity. They want a product that is is not vague.