Hierarchy Of Authority Research Articles

Filling empty vessels: accountability, responsibility, and corporate leadership

Purpose This paper seeks to identify a rounded understanding of two fuzzy terms in wide but muddled use in guiding corporate leadership: accountability and responsibility. Both have deep resonance discussions of strategy and corporate affairs, but their often-confused meanings both inform actions and impede understanding. Each has normative implications for the practice of corporate governance, and yet each, like an empty vessel,[1] leaves practitioners with an unhappy sense of knowing they have a use but not knowing what to do with them. Design/methodology/approach This essay examines the varied uses of these terms in academic literature and practitioner discussions, exploring their conflicting meanings through lenses of philosophy, literary writing, and management studies to show how each, in their flux, overlap and diverge. Findings The article analyses themes obscured by these muddy waters and clarifies them by speculating on how their ambiguity demands reflexive, thoughtful action and interaction between the parties in absence of clear hierarchy of command or greater authority. How meaningful that interaction is questionable, when the words are so full of meanings without an iterative process of understanding. Originality/value Given the prevalence of the ambiguities is usage, clarifying terms is not a realistic option. Instead, this essay proposes that insofar as these concepts reflect abilities, they represent our ability to embrace their ambiguity in a philosophically pragmatic way, and in so doing be able to act accountably and responsibly.

Первенство российских практик управления персоналом на примере горнорудного дела в Республике Башкортостан

The article discusses the management activities of the first Bashkir entrepreneurs in the mining industry in the Southern Urals are considered. Social policy and work with personnel at mining factories of the 18th century are analyzed. The primacy of Russian management practices in comparison with the school of scientific management of F. Winslow Taylor is argued. The research method is a comparative analysis of approaches to management, including leadership styles, practices of motivation and stimulation of personnel. The purpose of the study is based on a comparative analysis of the main provisions of the teachings of F. Winslow Taylor, Henri Fayol (20th century) and the management practice of I. B. Tverdyshev (18th century) to show that the management activities of the miners of the Southern and Middle Urals for many decades and even centuries anticipated the scientific achievements of the classics of management theory. The practical significance of the study is the study of Russian experience in personnel management using the example of mining, a historically developing industry in Bashkortostan; research into the activities of I. B. Tverdyshev as the founder of the Bashkortostan mining plant management system, based on the structural principles of division of labor, standards of control, hierarchy, consistency and delegation of authority, socially responsible management.

The Pandemic Classroom and Supportive Relationships: Antidote to Neoliberalism in Higher Education? 2023 Hans O. Mauksch Address for Distinguished Contributions to Undergraduate Teaching

Research reviewed here reinforces earlier findings about the importance to higher education students of having supportive faculty. A 2022 faculty survey at a public Midwestern university demonstrates faculty awareness of student struggles during the pandemic coupled with a changing, more flexible and caring pedagogy to address student needs. Qualitative interviews in 2023 with students in the “pandemic cohort” suggest a desire for classrooms and student-faculty relationships that are at odds with the bureaucratic model of impersonality, rules and regulations, specialization, and a hierarchy of authority. What may be emerging from the pandemic is a kind of antidote to neoliberalism with an other-regarding rather than individualistic focus and a desire for connection rather than competition. Recommendations, implied by these data, for building these classrooms and supportive relationships and a discussion of the downsides of the “new normal” are presented.

The Dynamics of Power in Dramatic Discourse: A Stylistic Analysis of the Arabic Drama Bab Al-Hara

This study explores the linguistic indexes of power dynamics through the lens of linguistic politeness and impoliteness in Arab media discourse. This objective was achieved through examining Abu Shawkat's utterances systematically utilizing well-established politeness theories, impoliteness paradigms, plus cooperation principles. The examination delves into Abu Shawkat’s patriarchal authority and its impact on their discursiveness from the viewpoint of complex societal interplays involving power relations, social distance assessments and imposition. Characters skillfully employ varied strategies of both politeness and impoliteness techniques alongside slight offensiveness methods for effectively navigating these subtly shifting landscapes to ultimately achieve various social objectives. The study emphasizes the need for comprehending politeness theories when navigating complex dramatic dialogues. Face-threatening acts and politeness strategies determine the relative power dynamics in the conversation between dramatic characters. In addition to that, this analysis shows how impoliteness can create complex authority hierarchies whilst simultaneously claiming autonomy within a narrative structure. This study in conclusion amplifies our understanding of the linguistic interplay weaved within dramatic discourse, primarily if it is tied deeply with Arab cultural nuances.

Conscientiousness and perceived ethicality: Examining why hierarchy of authority diminishes this positive relationship

AbstractHuman resource (HR) managers hire conscientious employees because they are both productive and are viewed as upholding high ethical standards due to their propensity to engage in voice. Organizations may strive to create a work context conducive to all employees acting ethically, not just conscientious ones, by centralizing decision‐making authority and promoting formalization through a higher hierarchy of authority. Yet, we propose that from the social information processing perspective, in higher hierarchy of authority contexts, peers may view their highly conscientious colleagues as less ethical. We hypothesize these effects through the lens of trait activation theory, according to which in a higher hierarchy of authority context, others are less likely to notice the voice behaviors of conscientious employees. Problematically, when others fail to notice conscientious employees' voice, they may perceive these workers as being less ethical. We tested our hypothesized moderated mediation model in a matched sample of employees (N = 820), their supervisors (N = 445), and peers (N = 529). As predicted, hierarchy of authority moderated the positive relationship between conscientiousness and voice, which in turn explained others' perceptions of their ethicality. Conscientiousness was positively related to peer assessments of ethicality via promotive (not prohibitive) voice when hierarchy of authority was lower (but not higher), partially supporting our hypotheses. These results suggest HR practitioners should be cognizant of the differential evaluations of highly conscientious employees in contexts with different levels of hierarchy of authority, and continuing challenges associated with balancing flexibility and formalization.

Осторожный разворот: Конституционный Суд РФ о месте местного самоуправления в рамках единой системы публичной власти

The article provides analysis of one of the decisions of the Constitutional Court of the Russian Federation in 2023, devoted to the question of clarifying the place of local self-government in the unified system of public power. On the basis of a private example of solid municipal waste management, the Court raises the question of the problem of the established law enforcement practice of apportioning responsibility among public authorities, where the main burden is placed on the municipal level. On the basis of the material, the author concludes that there are some new legal positions formulated in the decision that may allow to apply the emerging systemic relationships of constitutional provisions more accurately. The examples of such legal positions are the prohibition of establishing a hierarchy of public authority and the necessity of applying the mutual principle of responsibility of levels of public authority.

Testing the effectiveness of interactive training on sexual harassment and assault in field science

Fieldwork is a critical tool for scientific research, particularly in applied disciplines. Yet fieldwork is often unsafe, especially for members of historically marginalized groups and people whose presence in scientific spaces threatens traditional hierarchies of power, authority, and legitimacy. Research is needed to identify interventions that prevent sexual harassment and assault from occurring in the first place. We conducted a quasi-experiment assessing the impacts of a 90-min interactive training on field-based staff in a United States state government agency. We hypothesized that the knowledge-based interventions, social modeling, and mastery experiences included in the training would increase participants’ sexual harassment and assault prevention knowledge, self-efficacy, behavioural intention, and behaviour after the training compared to a control group of their peers. Treatment–control and pre-post training survey data indicate that the training increased participants’ sexual harassment and assault prevention knowledge and prevention self-efficacy, and, to a lesser extent, behavioural intention. These increases persisted several months after the training for knowledge and self-efficacy. While we did not detect differences in the effect of the training for different groups, interestingly, post-hoc tests indicated that women and members of underrepresented racial groups generally scored lower compared to male and white respondents, suggesting that these groups self-assess their own capabilities differently. Finally, participants’ likelihood to report incidents increased after the training but institutional reports remained low, emphasizing the importance of efforts to transform reporting systems and develop better methods to measure bystander actions. These results support the utility of a peer-led interactive intervention for improving workplace culture and safety in scientific fieldwork settings.Protocol registration"The stage 1 protocol for this Registered Report was accepted in principle on August 24, 2022. The protocol, as accepted by the journal, can be found at: https://doi.org/10.6084/m9.figshare.21770165.

Dampak Struktur Organisasi terhadap Komitmen Organisasi: Perbandingan Antara Sektor Publik dan Swasta

A good organizational structure will have an impact on employee organizational commitment. This study aims to examine the impact of organizational structure on organizational commitment in public and private sector companies in Banjarmasin. The three main structural dimensions included in this research are formalization, centralization (in the form of a hierarchy of authority and participation), and standardization. 100 questionnaires were distributed to 8 public and private companies in Banjarmasin and a sample of 80 valid questionnaires was obtained. The research results show that all structural dimensions have a relationship with organizational commitment in both sectors, except for authority hierarchy. Among the structural dimensions, formalization shows the greatest correlation with organizational commitment in public companies, while participation has the largest correlation with organizational commitment in private companies. Employee demographics have no impact on dimensions of organizational structure or commitment in either the private or public sectors. In addition, position in the private or public sector does not mediate the relationship between organizational structure and organizational commitment.

The Hierarchy

The Catholic hierarchy and lines of authority begin with the pope, extend to the bishops, and then to the priests. Fundamental to Catholicism is the belief in a line of spiritual authority that Jesus gave to the apostle Peter and to every pope throughout the millennia. The bishops and archbishops are appointed by the pope and oversee areas of various sizes called dioceses and archdioceses. Priests lead the parishes. The cardinals — the men at Vatican events dressed in red — serve as advisors to the pope, administrators of Vatican areas, and most importantly, are the papal electors.

ASSESSMENT OF THE EFFECTIVENESS OF THE ACTIVITIES OF TAX AUTHORITIES IN FOREIGN COUNTRIES

In the institutional architecture of the tax administration system of any country, an important place belongs to the structure and hierarchy of tax authorities

Toward a Decolonial Cybersecurity: Interrogating the Racial-Epistemic Hierarchies That Constitute Cybersecurity Expertise

Beginning with a startling pattern of racialized practices in cybersecurity expert communities in the Gulf States, and drawing on the decolonial insights of the modernity/coloniality school, this article argues that race operates as a marker of who is a legitimate knower of dominant Euro-American knowledges of cybersecurity and who is not, and therefore whose understandings, experiences, and practices of cybersecurity are privileged. In demonstrating that decolonial thought can be fruitfully applied to questions of cybersecurity, this article makes three contributions to security studies. The first is empirical, drawing on original interview data to identify racial hierarchies of rationality and authority in cybersecurity expert communities. The second contribution is theoretical, demonstrating how a decolonial perspective is especially well equipped to understand racialized practices in cybersecurity knowledge production. The third contribution is programmatic, outlining a decolonial research agenda for cybersecurity—or, as we put it in the title, a path toward a decolonial cybersecurity.

Do teams need their employees to work remotely? A simulation analysis based on a multi-layer interactive system

Organizations have widely begun to adopt remote working since the COVID-19 pandemic. However, the effect of remote work on team performance remains unknown. A multi-layer interaction system based on organizational systems theory was designed to assess how remote working affects team performance. Individual performance was computed using a positively skewed stochastic performance model and a modified NK model was used to simulate the team performance under specialized and collaborative conditions. The results showed a complex relationship between task complexity and remote rate and that collaborative teams require a higher remote rate when the probability of employees benefiting from remote work is low to avoid potential detriments from excessive competition. Further results considering agent heterogeneity suggest that individual-level gains are magnified or reduced at the team level and that assessing individual heterogeneity and task complexity is significant for designing remote strategies. In addition, differential mechanisms in team structure and the hierarchy of authority are discussed. This study presents the design and application of a novel business system that helps teams make optimal remote decisions in addition to responding to conflicting discussions in the literature and in practice and providing new insights into decision-making systems in a digital context.

Scaling nonhierarchically: A theory of conflict‐free organizational growth with limited hierarchical growth

AbstractResearch SummaryWe propose a theory that explains variations in the relationship between an organization's size and the extent of its authority hierarchy (as captured in managerial intensity). Conceptualizing authority hierarchy as a means to manage conflicts among subordinates, we formulate a model in which the number of managers required depends on the magnitude of conflicts generated between and within groups of workers. Our analysis shows that scaling non‐hierarchically can be accomplished either by creating low conflict “self‐managing” teams or reducing conflicts between many “self‐contained” teams, but which path is more effective varies by situation. Small initial differences in terms of their emphasis on within vs. between team conflict mitigation can lead to large differences as firms scale over time in the extent of their authority hierarchies.Managerial SummaryManaging without an extensive hierarchy can be attractive for a variety of reasons, but under what conditions is it possible in large scale organizations? We build on the premise that the managerial hierarchy of authority serves to resolve conflicts that employees cannot resolve peer‐to‐peer (i.e., there are limits to scaling groups that manage themselves consensually). We develop a formal theory that predicts that there are three levers that can slow down the growth of managerial hierarchy even as the organization scales: investing in the technology and culture needed to (a) expand managerial capacity particularly toward the apex of the hierarchy (b) create “self‐managed” teams that produce few conflicts in need of managerial resolution and (c) create “self‐contained” teams that generate few conflicts between them that need escalation up the hierarchy for resolution. The third is likely to be the most effective lever as organizations grow.

Challenges and Best Practices Solution of Agile Project Management in Public Sector: A Systematic Literature Review

Applying Agile methodologies in the public sector is nothing new. In recent years, governments worldwide have moved towards Agile development, especially with the Pandemic that requires governments to move and make decisions quickly. However, the difference between the government system and the private sector, such as holding the principle of a hierarchy of authority, still challenges Agile application. This study aims to explore challenges and provide solutions for applying Agile project management in the public sector by conducting a systematic literature review (SLR) using the PRISMA method. The literature used in the SLR was obtained from four paper databases, namely Scopus, IEEE Xplore, ACM, and Emerald Insight. Five hundred ninety-five papers were found, and 18 suitable papers were obtained, which were then analyzed and obtained a total of 43 challenging issues. Each of these issues is grouped based on eight project performance domains of PMBOK 7th edition, and the solution for each challenge is obtained from the mapping results from the SLR papers and PMBOK 7th edition Guide. The results showed that the most issues were in the Development Approach and Lifecycle and Project Work domain categories, with 8 issues each. Followed by Team with 7 issues, Stakeholder with 6 issues, Delivery with 5 issues, Measurement with 4 issues, Planning with 3 issues, and Uncertainty with 2 issues. This research can be useful for academics or practitioners as a reference in facing the challenges of implementing Agile project management in the public sector

Early Soviet Forced Labor Construction Bureaus [‘Sharashkas’] as an Experiment of Combining Protective and Mobilization Practices

This paper analyzes the experience and practices of creating in the early 1930s under the auspices of the OGPU the first institutional form of exploitation of the intellectual potential of imprisoned specialists in the scientific and technical field in the form of special technical / constructor bureaus (OTB/OKB), or the so-called ‘sharashkas’. The phenomenon of the emergence of them and the reasons for the relative short-term nature of their existence in the structure of the security agency is considered from three positions: in the hierarchy of authorities and management, ‘sharashkas’ caused a conflict of interests of economic departments with punitive ones; on the institutional side, they did not have the potential for sustainability and prospects for development; on the personal side, the marginal status of prisoners that arose influenced the creative biographies of scientists. Despite the practice of reviving these bureaus in the future, we made a conclusion about the dysfunctional nature of their formation and activities.

Gendering madness

In this article, I examine what narratives of enraptured madness (jadhb) and the figure of the mad female saint (majdhuba) reveal about the articulation of gendered saintly orthodoxy within the modern Moroccan hagiographical compendium Salwat al-Anfas wa-Muhadathat al-Akyas bi-man Uqbira min al-‘Ulama’ wa’l-Sulaha’ bi-Fas (The entertainment of souls and the discourse of the wise concerning the scholars and the Sufis who in Fez met their demise). Written by the nineteenth-century Moroccan historian and Sufi, Muhammad ibn Ja‘far al-Kattani, this text draws on and also plays with the genre of Sufi hagiography. Because it is arranged as a ‘tomb visiting guide,’ it appears to scatter traditional vestiges of Sufi hierarchies and rhetorical organization strategies, presenting a composite picture of Sufi sainthood. However, al-Kattani also reaffirms entrenched gendered hierarchies of spiritual authority. Throughout Salwat al-Anfas, al-Kattani’s depiction of the majdhuba acts as a literary foil for the paradigm of the ‘good Sufi woman’ or normative female sainthood. Although al-Kattani includes narratives of the majdhuba that depict potentially transgressive gender performances experienced within the state of enraptured madness – such as uncovering the body, growing a beard, babbling, gossiping, and acting aggressively in public spaces – these deviant performances serve to solidify normative modes of sainthood. Or, in other words, enraptured madness sticks to certain saints more than others, creating gendered hierarchies of spiritual authority.

(De)constructing Nationalism: Understanding Irony in Thomas Mann’s Der Tod in Venedig (1912), Unordnung und frühes Leid (1925), and Mario und der Zauberer (1929)

ABSTRACT In the background of the European era of nationalism, Thomas Mann’s Der Tod in Venedig (1912), Unordnung und frühes Leid (1925), and Mario und der Zauberer (1929) reveal the authority of narrative in the discursive construction of identity. By analysing the interrelation of Mann’s characteristic irony and productions of discourses of racialization, this essay draws attention to the constructed nature of German national identity. This identity is revealed to be underpinned by colonial tropes of difference which simultaneously structure internal European hierarchies. Yet, far from simply affirming a naturalistic or fixed hierarchy of cultural authority, irony at a narrative level elucidates how norms are both socially and textually constructed, and, by extension, unstable. In this way, troubling the distinction between cultural truths and social fictions, this essay explores the way in which the works problematize to what extent norms are, in fact, normative.

Organizational Dimensions of Bawaslu and Policy for Improving Election Implementation Supervision

For Indonesia as a democratic country, the holding of an increasingly high-quality election is a demand and a challenge. For this reason, effective supervision of its implementation is a necessity. A quality election through a policy of increasing oversight of its implementation is a public expectation, so that it contains the public interest. The regulation of the organizational dimensions of the election supervisory body in the laws that regulate it adequately is an important factor for the effective implementation of the supervisory function. Using normative, qualitative and literary juridical methods, it is known that Law Number 17 of 2017 concerning General Elections, which among others regulates the organization of the Election Supervisory Body (Bawaslu) and governance and its derivative regulations are public policies. Several dimensions and elements of the organization have been regulated, namely formalization, hierarchy of authority, specialization, standardization, organizational goals, professionalism, organizational size, and support staff. Some of them have been regulated adequately, and some of them are inadequate. There are some inconsistent, incomplete and ambiguous settings. The regulation regarding Bawaslu in the law shows the existence of policy objectives, policy actors and institutions, policy environment and policy hierarchy.

On the concept of leadership and the office of Leader of the Zoroastrians (hu-dēnān pēšōbāy) in Abbasid Zoroastrianism

AbstractLike many other religions, Zoroastrianism frequently restructured its priestly organization during its long history, largely because of the environmental changes to which it was exposed. A major shift in status – from being the state religion in the Sasanian Empire to holding only a minor position in the early Islamic period – challenged the Zoroastrian hierarchy of authority. The Abbasid state provided Zoroastrianism with an opportunity to initiate a new office, which was calledhu-dēnān pēšōbāy“Leader of the Zoroastrians”. This article is the first to deal with this office in detail and scrutinizes the concept of leadership (pēšōbāyīh) in Sasanian and Abbasid Zoroastrianism. It sheds some light on the priestly structure of Zoroastrianism in this period and investigates the position of the office within the overall religious organization. It re-examines, moreover, evidence for the officiating Zoroastrian theologians in this office at the Abbasid court in Baghdad. Finally, it searches for the parallels between this office and that of the East-Syrian catholicos and the Jewish exilarch.

KPPU, Prohibition of Monopoly and Unfair Business Competition: Policy and Organizational Perspective

National improvement withinside the monetary field, will boost up the fulfillment of people's welfare. A wholesome monetary lifestyle calls for identical possibilities for residents to do commercial enterprise. The coverage of prohibiting monopoly and unfair commercial enterprise opposition is a strategic remember for the countrywide economy. The established order of the Business Competition Supervisory Commission (KPPU) with state/authority’s policies is an essential step in the direction of monetary democratization. Using normative juridical strategies and literature, it seems that the choice of the state/authorities through issuing Law Number five of 1999, Government Regulation Number forty four of 2021, and Presidential Decree Number seventy five of 1999 is a public coverage concerning the essential function of KPPU and the prohibition of monopolistic practices and unfair commercial enterprise opposition. This is an important basis for the KPPU's determination of operational policies. There are arrangements for KPPU's organizational dimensions in the three regulations, namely objectives, formalization, standardization, hierarchy of authority, specialization, professionalism, and organizational size, some of which are not regulated adequately. This will determine the effectiveness of the implementation of its duties and authorities as a supervisory agency. KPPU is also faced with challenges and political contexts that are not easily aligned with the independent nature of its organization. In the context of democracy, KPPU needs to strengthen its position by continuously improving the quality of its performance. It is necessary to improve several dimensions of the KPPU's organization in the regulations that govern it.