Moral Mazes

I went into these organizations to study how bureaucracy—the prevailing organizational form of our society—shapes moral consciousness.

I went into these organizations to study how bureaucracy—the prevailing organizational form of our society—shapes moral consciousness. Bureaucracy's pervasive influence. Bureaucracy, with its hierarchical structures, standardized procedures, and emphasis on rational action, profoundly shapes the moral landscape of corporate managers. It regularizes experiences, emphasizes subordination to authority, and prioritizes pragmatic goal-seeking, subtly molding ethical considerations. Moral rules-in-use. Managers develop "moral rules-in-use" to navigate the complexities of their work, often shaped by authority relationships and organizational experiences. These rules govern interactions with superiors, subordinates, peers, and external stakeholders, influencing their perceptions of right and wrong. Ethics as a social construct. Morality and ethics are not treated as abstract principles but as empirical realities to be investigated. The book explores the actual evaluative rules managers fashion and follow, examining how their work and its social context shape their occupational moralities.

In this world, a subordinate owes fealty principally to his immediate boss. The patrimonial authority arrangement. Corporate hierarchies operate on a system of personalized authority, where loyalty to one's immediate boss is paramount. Subordinates must protect their bosses, keep them informed, and defer to their judgment, reinforcing a quasi-feudal relationship. Obligations of fealty. Subordinates are expected to avoid overcommitting their bosses, prevent them from making mistakes, and never contradict them in public. This requires a delicate balance of deference and strategic self-effacement. Rewards for loyalty. In return for unwavering fealty, subordinates can expect certain perquisites, such as better resources, protection from mistakes, and potential advancement. However, these rewards are contingent and depend on the boss's power and willingness to reciprocate.

Superiors do not like to give detailed instructions to subordinates. Centralization and decentralization. American businesses simultaneously centralize and decentralize authority. Power is concentrated at the top, while responsibility for decisions and profits is pushed down the organizational line. Pushing down details. Superiors avoid giving detailed instructions to subordinates, both to maximize autonomy and to insulate themselves from tedious intricacies. This also allows them to retain the privilege of declaring mistakes without being implicated in the process. Pulling up credit. Credit for successful decisions flows upward, often appropriated by the highest-ranking officer involved. Subordinates are expected to be good sports about having their ideas appropriated, reinforcing the fealty structure.

It is precisely when a social order begins to fall apart that one can discern what has held it together in the first place. Constant political turmoil. Corporate hierarchies are almost always in political turmoil, fueled by the endless search for market dominance and managers' ambitions. This leads to frequent personnel changes and intense rivalries. Shake-ups and reorganizations. New CEOs often initiate organizational changes to consolidate power…