Managerialism and Authoritarianism

Thomas Klikauer
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Thomas Klikauer: University of Western Sydney

Chapter 6 in Managerialism, 2013, pp 99-115 from Palgrave Macmillan

Abstract: Abstract One of the foremost experts on obedience is Stanley Milgram with his ‘Obedience to Authority’.379 Perhaps his key finding was that situations powerfully override personal disposition as determinants of behaviour. When people face a moral dilemma between what an authority demands of them and what their personal moral standards tell them, the former wins, especially inside authoritarian structures. Under Managerialism and with management as the sole authority, managerial regimes are prime areas of this. Management is even in a position to engineer specific situations and systems that powerfully override personal moral dispositions. In short, inside sociology’s ‘agency-vs.-structure’ model, managerial structures determine (im)moral behaviour. The principle moral agent is no longer the self but has been transferred to management.380 But Milgram’s obedience experiments have also shown that ordinary people are much more likely to obey orders — even immoral ones — when the authority is perceived to be legitimate.381 Hence, Managerialism’s strong focus on legitimising managerial rule over society.

Keywords: Business Ethic; Managerial Regime; Moral Dilemma; Managerial Authority; Instrumental Rationality (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-33427-5_6

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DOI: 10.1057/9781137334275_6

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