Från traditionell kontroll till modern självdisciplin

by Birgersson, Marina

Abstract (Summary)
Management Accounting has interested people during a long period of time and the fact that management imply that somebody takes control over others is not a secret, or at least it was not. Times are changing and to control others, to have power is not up to date.A development started with Taylor and the scientific management- movement, a development that pushed away the people who earlier had been so important to the enterprises. This development made assets of people and as an asset you can easily be replaced, as easily as fore example a machine. This point of view is not politically correct in today’s society and the scientific approach did not survive. In spite of all efforts we can still read in books concerning management that the employees are the companies most important assets.In Sweden today there is an almost scornful attitude towards power and power relations, that others is able to have power is something we can accept, but thinking of power in relation with one self is unbearable, to have the opportunity to influence is quite another thing. Despite all this it is obvious that power and control is in the core of bureaucratic and hierarchical organisations, and they generates power. The usage of this control and power becomes vital to the organisational results. In this kind of organisation there is a one-way flow of information, information passes upwards, and only directives and standards flow downwards. The result of this is a centralisation of power at the top of the hierarchical pyramid, where the end-item is the traditional top-down control.The newer concepts, concepts as empowerment have gained a prominent role and are by many considered as better alternatives than the traditional top-down control. The newer concepts are considered as softer and they are presented with a more humane vision than the traditional. With the debate in today’s society it is understandable that it is more acceptable to develop the corporate-culture than directing people the way you want. To direct people in a seatrain way or to direct them through the corporate culture gives a minimal difference only experienced in the papers.You can see that empowerment in today’s organisations is subject to extensive discussions. Differences that should exist are merely a paper fiction and research shows that there is a gap between how it is experienced by managers and employees. Can the newer concepts be seen as traditional management accounting with modern methods? Would we venture to declare that these concepts are the old thing in a new package?I have chosen to have a social constructive point of view for the accomplishment of this paper and as a starting point we can establish that there is no truth only experiences, it is the experience of what we create that’s makes the difference. It is the experience that counts and if we can create a felling of change with help from a new concept, f feeling of community that hasn’t been there before, then we have accomplished something. Through experience we have taken a step towards creating something new, where the concept has been the tool, something to be gathered around.I felt it important for the accomplishment to take part of others experiences concerning management and this was realized through my empirical study that was accomplished at Sandviken Energi AB.
Bibliographical Information:


School:Högskolan i Gävle

School Location:Sweden

Source Type:Master's Thesis

Keywords:social construction power traditional topdown control empowerment change


Date of Publication:11/15/2006

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