Power: Analysis of Interests.

We protect, expand and tie down things in our field of interest. We also interpret what the interests of others are in relation to our own and this points the way to behaviours that we typically label "politicking". These behaviours are reflected in mutually supportive, defensive or offensive actions. The "interests" will be based on personal

preferences, expectations, values or other orientations that prompt me to act like this rather than like that or to react and be opposed to behaviours that you display.

Mackie in considering the practical drivers of a personal morality noted the importants of selfishness and referential atlruism i.e. things done for others which enhance one's own position. Selfishness or pursuit of one's own interests results in competition between individuals and groups who root for what is important to them. Mackie noted the relationship between the benefits of cooperation (mutual reciprocity) and the need for institutionalisation of methods to minimise the adverse effects of raw, naked conflict.

There may be personal conflicts of interest between

• job roles - my view, my bosses view, your view
• personal ambitions and deeply held values and preferences e.g. promotion and total commitment to the company versus family life or unwillingness to breach a personal code of behaviour.

The Hawthorne experiments both in the relay assembly room and bank-wiring room highlighted ways in which participants' feelings and self-interest limited managerial control. The feelings, preferences and perceptions of others and their situation constrained managerial decision-making and control.

Indeed if organisational power is socially constructed (legistimistation of authority and institutional contracting) then from the point of view of interests all decision-makers are constrained by their own

bounded rationality - what they see, select and give personal weight to.

Jobs impose general and specific performance demands on an job holders. Job actions are constrained by

• how jobs must be done - the technical methods, sequences and required outputs. All these are seemingly logical - there is one efficient, best way to do the job. This however is deceptive.
• the choices that the individual makes in doing these tasks. Even in machine oriented jobs - the individual has scope to exercise discretion - even to conceal matters from the boss or client.
• the boss's imperatives in respect of expected performance standards and results

Career interests and future expectations may extend beyond the imposed, technical specification of a job role. External interests are also shaped by personality (e.g. extroversion/introversion), envy, beliefs, attitudes and life commitments. The triangle of work, family life and leisure involves conflict, compromise and negotiation and matters that are culturally defined. Little work has been done thus far on comparing business practices in affluent Western, post-industrial society with, say, a North African economy.

Exercise