The use of symbolism represents a power source as symbolism in language serves to persuade others behave as though something (the thing represented by the symbol) is real. This can serve the interests that those who promote the symbol wish to pursue.
Leaders, policy promoters and their "spin-doctors" in the way they speak and the vision they up-hold define "realities" for others to adopt. As Tannenbaum and Schmit described the authoritarian leader may tell and sell their vision of things forceably to others. The democratic leader may ask and through team involvement join with others to resolve problems influencing by explianing the external parameters as they know them , listening, persuading, summarising and co-ordinating. Both types of leader may make summon up images, articulate ideas, act at critical points and promote particular values to help others construe the situation (that they see). This is normal human, political behaviour readily exemplified by charismatic leaders.
The ability to define and obtain the acceptance of symbols generates power to influence decisively how others preceive the world and their situation and the way they act.
What tactics are used in symbolic manipulation
World and business leaders are very aware of how evocative imagery adds to the power of their words and influences the behaviour of suporters and others around them. The team talk that promotes the vision of the winning team in a harsh competitive world is a good example. The symbols are those of team challenge, career opportunities, sharing, pride. Team values, symbols and individual confidence may be boosted by attendance on an outward bound training course.
Quality, customer service, competitiveness, excellence and ethical
stance
Key roles, tasks and events are symbolised by the language of quality, customer
service, bench-marking and the priorities of competitiveness and excellence. It
is very difficult to argue against these "market truths". These are the
raison d'etre for the organisation and continuity of employment with the
organisation. Far more attention has been given to quality and
customer-orienteation from the mid-80's onwards. The articulation of these
symbols in a recession associated also with a decline in trade union power is
indicative of a shift in power from the pluralism of collective bargaining
towards the managerially driven unitarism of human resource management.
The company that projects an ethical position over renewable natural resources, unwillingness to invest in totalitarian regimes or operate in ways which may damage the natural environment do so for both sound economic reasons but also to counter any public feeling that they are mavericks. Where such policies are adopted - the explicit values and commitments need to be assumed into the behaviour of all staff of the organisations. Training courses, briefings, staff appraisal discussions, involvement in community projects and staff selection criteria - all promote the symbolic imperatives of these policies. Organisations which readily display such committments include:
Symbols raise the visibility of the organisation's objectives on the agendas of individuals and groups. Posters, performance charts, sales conferences, press releases and media sound-bites and even participation of employees, customers and suppliers in marketing activities and conferences - all serve to promote systems of belief dedicated to the goals of the powerful. Paradoxically within the unitary, team working organisation, individualism and creativity is increasingly valued over conformity and routinisation. This may lead to a relaxation of dress codes and rules over working hours. Yet at the same time managers promote the symbols of performance, individual effort, group togetherness and the oneness of organisational membership.
Stage sets, appearances and personal performances add to individual and group power. The interior decor of executive offices, the desk and glass window between cashier and customer and even the grade of company car testify to power and influence. They are stages in which actors perform in a range of roles: ambassador, authoritarian, team-worker and negotiator. The layout of an office, a meeting or conference room, a training room etc can set the tone - seats can be arranged to dominate.
Appearances, rules of dress and other subtle criteria promotion and acceptance also count. Other elements of theatre may include reading the Economist at work, a paper-strewn desk which communicates "I am right in the middle of something important" or even having an impressively clear desk except for the symbolic lap-top computer. It is self-defeating to invite staff to a company training session and be too mean to entertain them to lunch or provide them with a first class environment to learn in. The company message becomes tainted and the symbols not credible.
Personal style may also be dramatised to enhance one's standing e.g. voice projection, having the information at one's finger-tips, being slightly late for a meeting or taking the team or a client to a classy restaurant. Visibility enhances status the mobile phone, the stunning black two-piece with white lace shirt and walking the office. Margaret Thatcher had voice training and sang Land of Hope and Glory. Neil Kinnock when leader of the Labour party tried to substantially enhance leadershipvisibility by dramatising the party conference with the red roses and adoption of Parry's Jerusalem instead of the Internationale. Hitler's understanding of the dramatising of high power events was ably supported and orchestrated by Goebbels and is none more evident in Leifi Rosenthal films of party rallies and the 1936 Olympics.
As Mintzberg points out senior managers are frequently in meetings such that access to them by subordinates is limited. Having access to a key manager is a source of power respected or resented by others. The round of golf with the boss is more likely to be more accessible to men rather than women.
Managers who are political animals understand the power of symbolism and "as stage directors and actors" by plan or intuition, dramatise their activities. Impression management is important to the establishment and maintenance of systems of meaning that underpin control over organisational events. Richard Branson takes risks in flying hot air-ballons. These provide cheap advertising and public relations for his company. At the same time they project his image as a risk taker, the energy of his companies, himself as an ordinary blocke that customers can trust and members of his 9000 staff can approach. This is a genuine good-guy who others can trust who brings a spice to life.
are all symbolic in their own way.
Robert Maxwell's reputation was of ruthless shooting from the hip at employee targets he disliked. It kept him visible with power and superiority over others. Other leaders progress through their organisation in a low profile, quiet ways, edging themselves into roles and positions in which they can impress and mould key decisions. These are able organsiational players, politicians and technocrats who see events within the organisation as a game which can be played according to their own timing and selection of rules.
