Organisation control has been defined in numerous ways but most definitions seem to agree that organisational control includes the exercise of power (influence) in order to secure sufficient resources, and mobilise and orchestrate individual and collective action towards (more or less) given ends. Organisational control typically includes an apparatus for specifying, monitoring and evaluating individual and collective action. It focuses on worker behaviour, output and/or the minds of the employees. Sometimes it attempts to focus on all three. Managerial activity that attempts to control behaviour typically includes designing and supervising work processes. This is usually carried out in a way that attempts to make work processes as simple and transparent as possible, thereby lowering knowledge thresholds (and the price of labour) (adapted from Alvesson & Karreman, 2004). Socio-ideological and techno-bureaucratic controls (defined below) are two forms of organisational control.
Published in Chapter:
Redefining Professional: The Case of India's Call Center Agents
Premilla D’Cruz (Indian Institute of Management, India) and Ernesto Noronha (Indian Institute of Management, India)
Copyright: © 2009
|Pages: 23
DOI: 10.4018/978-1-60566-176-6.ch032
Abstract
Scholars researching the area of the sociology of professions had earlier predicted that as occupations seek to improve their public image, professionalism would embrace all their incumbents. It is therefore no revelation that call centre agents in India identify themselves as professionals. Using van Manen’s hermeneutic phenomenological approach, we explored this dimension with 59 call centre agents located in Mumbai and Bangalore, India. The findings demonstrate that neither the trait nor the power approaches drawn from the traditional literature on the sociology of professions explain call centre agents’ identification with professional work. Instead, agents’ experiences validate the contemporary explanation that emphasises the appeal of professionalism used by employer organisations as a means to convince, cajole, and persuade their employees to perform and behave in ways which the employer organisation deems appropriate, effective and efficient. It is in this context that agents accept stringent work systems and job design elements, techno-bureaucratic controls and the primacy of the customer in return for the privileges bestowed upon them by way of being professionals. While professional identity thus serves as a means of socio-ideological control facilitating the realisation of the organisation agenda, it is not all-encompassing as agents simultaneously show signs of resistance.