The Organization Social Perspectives

‭The organization: social perspectives‬ ‭ he social system of the organization‬ T ‭A technical reality, the organization is therefore also a social space which testifies to the‬ ‭fact that the organization is a living environment, where human interactions are as‬ ‭important as the economic and technical dimensions of life in an organization. It is first and‬ ‭foremost the emerging fruit of natural interactions between organizational actors before‬ ‭being a means that it would be possible to mobilize or direct to achieve performance‬ ‭objectives.‬ ‭ nlike technical system frameworks, the social dimensions of organizational life‬ U ‭are therefore largely informal, natural and tacit.‬ ‭ aced with the social reality of the organization, management can adopt three attitudes. He‬ F ‭can seek to deny or counter it so as to focus the attention of the members of the‬ ‭organization only on the technical guidelines and objectives. It can also attempt to exploit‬ ‭social reality to fit it into the logic of the technical system.‬ ‭ hree remarks are in order. First, and unlike technical system frameworks, the social‬ T ‭dimensions of organizational life are not linked to each other by an instrumental logic.‬ ‭ he social perspectives are independent of each other, they are all challenges to be taken up‬ T ‭for managers who must develop political, symbolic, psychological and cognitive skills‬ ‭ he political perspective‬ T ‭The political perspective is superimposed on the technical organization which it decodes in‬ ‭political terms. This perspective can offer managers interpretive keys which then allow the‬ ‭dynamics of the organization and the play of its actors in political terms rather than in strictly‬ ‭technical terms.‬ ‭ he interest of the political perspective lies in particular in the fact that it highlights the‬ T ‭need for managers to master political skills, skills essential to meeting the challenge‬ ‭represented by collaboration between actors with varied interests.‬ ‭ he political organization‬ T ‭Organizational actors are motivated by their interests, use power to satisfy or defend them‬ ‭and are thus engaged in the political games of the organization, games which are conducive‬ ‭to the emergence of conflicts between actors.‬ I‭n political terms, organizational actors are largely motivated by their personal interests‬ ‭or those that they defend for the benefit of other actors. They know how to see in‬ ‭organizational situations opportunities to be seized, opportunities from which they can‬ ‭take advantage, possibilities that they can exploit in order to satisfy the interests that‬ ‭they support through their actions.‬ ‭In the organizational political game, the members of the organization are therefore‬ ‭competitive players who seek to promote their interests by maximizing their gains, acquiring‬ ‭scarce resources, obtaining exclusive advantages, etc.‬ ‭INTERESTS‬ ‭Personal interest‬ ‭Private interest‬ -‭‬‭Health‬ ‭-‬‭Freedom‬ ‭-‬‭Happiness‬ ‭-‬‭Well-being‬ ‭Etc..‬ ‭-‬‭Career‬ ‭Professional interest‬ ‭ ollective interest‬ C ‭-‬‭Family‬ -‭‬‭Friends‬ ‭Etc…‬ ‭-‬‭Membership group‬ ‭-‬‭Stain‬ ‭-‬‭Administrative unit‬ -‭‬‭Professional relationships‬ ‭-‬ ‭Professional‬ ‭autonomy Etc.‬ -‭‬ ‭Reputation of the‬ ‭organization Etc…‬