ABSTRACT

Today, according to the preeminent interpretation of the management field, there is a consensus that firms, whom need to be fast and correctly decide under the circumstances of intensified competition, leave the conventional strategy that is based on hierarchy and discipline, and they go towards horizontal organizations that give priority to autonomy, initiative, communication, and pluralism. Yet, this interpretation gives way to a notion, which must be systematically suspected: It is supposed that management renounces its “control” function, though with the compulsion of the conditions in the market, in favor of democratic compromise. This study claims that the new management model does not abolish the power relations, and it does not destroy inheritance of the conventional period’s strategies, but it chooses and adopts the inheritance of the past for its own use. Thus, it will be emphasized that it is impossible to consider the control strategies with their unordinary, complicated, intertwined features as strategies independent from the power relations in the work place