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1

The logic of power III-IV

100%
Javor I.
Tarsadalomkutatas (Social Science Research)
|
2004
|
vol. 22
|
issue 1
41-71
EN
The first part of this study includes the definition of power. Organizations have two subsystems, the subsystem of professional activity (production, service, etc.) and the subsystem of power. From an economic angle the organisation has to finance both the power as well as the professional subsystems. In the relationship between the organisation and the environment a weak power position causes losses, and a strong power position results in extra-profit. The second part of the study presents the functioning of the logic of power. It is pointed out that power relations would shape the elements of organisational and social structure, their linkages and mutual effects more than, for instance economic relations or ethical principles would do. Since each system is held together by power the paper is of the view that analyses based on the logic of power have priority. The paper presents the mechanisms of the logic of power and how that logic differs from the logic of the economy and morals. The study shows the mechanism of the logic of power and its essential difference from economic and ethical interpretations
2

The operational risk of power. Parts V-VI

100%
Javor I.
Tarsadalomkutatas (Social Science Research)
|
2004
|
vol. 22
|
issue 2/3
171-202
EN
The study presents a new aspect of organizational power system. The basic tendency in a power system is to control all the connections of organizational social relations. This aim however is unrealistic. Many of the relations of a social system are out of control. The uncontrollable relations result in uncertainty and risk for power. It cannot grasp many informal relations, the thoughts of people, etc. The article deals with chains of organizational causes and effects, for the transparency of these relations is important for the apex of power. The second part of the study points out the very different characteristics of the top and the other parts of the system of power. After the study of the differences between the two parts an analysis of trust in the power mechanism as a key relation in the organizations is given. Trust is not an ethical category, but one of power. So trust can be understood as a key word in the logic of power.
3

Irresponsible organizations: The theory of court as organization

100%
Javor I.
Szociologiai Szemle (Sociological Review)
|
2004
|
issue 1
66-87
EN
The study presents a theory of irresponsible organizations. According to our definition an organization (focal one) is responsible if it hurts the interest of others (other organizations), others can re­hurt the interest of focal organization. The irresponsible organizations are immune to the re­hurting trials: cannot be re­hurt. This definition fits many types of bureaucracies, or the courts. The theory of irresponsibility of organizations helps to sketch a new organization theory of power. It is important to emphasize the definition of responsibility and irresponsibility is not an ethical one but based on power. In the interorganizational conflicts it is extremely useful to differentiate the actors how they can win or lose during the conflicts. Responsible organizations can win and lose too, but the irresponsible organization can win only. So the risk of different actors, and the behaviour of them can be differentiated according to their positions on the responsible-irresponsible scale. The first half of the article introduces the reader into the theory of irresponsible organizations (as a part of theory of power). The second half of the study deals with the court as an irresponsible organization. This paper is an introductory part of the theory of court as organization.
4

THE ORGANISATIONAL STRUCTURE OF POLITICAL CORRUPTION. A POSSIBLE MODEL OF ORGANISATIONAL SOCIOLOGY

100%
Javor I.
Tarsadalomkutatas (Social Science Research)
|
2008
|
vol. 25
|
issue 1
31-38
EN
The article is about inter-organizational power relations. The political organizations control the resources. The second level of inter-organizational network is the bureaucracy, which legitimizes the power and interest compromises reached at the political level, helping to converse the political informal agreements into legal rules. At this level one can find a mix of legal and illegal, organizational and personal interests. This mechanism can work only without control. The aim of excluding control needs to make informal agreements with police departments and public prosecutor's office, too. One can see a total round of informal control: a type of inter-organizational informal and formal network. It eliminates control, makes sure the stability of political compromises and opens the way to organizational and personal, legal and not legal interests.
5

The aridity of water management. Experiences of a representative sociological survey

51%
Rozgonyi T., Fenyvesi B., Javor I., Paphazi T.
Tarsadalomkutatas (Social Science Research)
|
2004
|
vol. 22
|
issue 1
117-145
EN
The authors present the results of the first such representative sociological survey that has attempted to explore the assessment of water management on the basis of such a large sample, going into great detail. According to the experiences the population have not even basic knowledge in the field of water management, but it does not mean that they have no tangible interests regarding drinking water, reservoirs, and agricultural plots. No prejudices or malevolence can be experienced in the population towards experts of water management. The significance of water would be revaluated according to the opinion of the population as well.
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