Rohin Borpujari

112: Hierarchies & Promotion – The “Peter Principle”

April 9, 2024 Rohin Borpujari 0:04:04
The diligent administrative assistant moves up to supervisor but fails. The assembly line worker is promoted to foreman but cannot do the job. A teacher earns a deputy principal position in a school but falls flat on their face. Why is that? Why does this seem to happen across organizations? In The Peter Principle, Lawrence J. Peter and Raymond Hull not only provides answers to these questions, they delve into all the possible implications. The Principle goes like this, “In a hierarchy, everyone rises to their level of incompetence.” How they derived this principle the subject of our conversation that explores one of the funniest but more insightful book on the perils of organizational life ever written.

111: Visible & Invisible Work – Susan Leigh Star

March 12, 2024 Rohin Borpujari 0:03:05
In this episode, we focus on the emerging discourse from the 1990s on how automated systems would potentially change the very meaning of work. The discussion is on a seminal work of Susan Leigh Star and co-author Anselm Strauss, “Layers of Silence, Arenas of Voice: The Ecology of Visible and Invisible Work,” published in CSCW’s flagship journal, Computer-Supported Cooperative Work, in 1999. The article focuses on the challenges and risks of automating work processes without due consideration of all the invisible work done in an organization that systems designers might overlook.

105: Manifest & Latent Roles — Alvin Gouldner

September 12, 2023 Rohin Borpujari 0:03:47
Alvin Gouldner wrote the article, “Cosmopolitans and locals: Toward an analysis of latent social roles” in 1957 to propose that through the 1950s latent roles had been seriously overlooked by scholars. Manifest roles, described as those roles and role identities that are directly related to one’s defined position in the organizational structure, had been the sole focus. Latent roles comprised the complementary roles that members made salient but were not officially recognized. Instead, managers might dismiss such roles as “irrelevant, inappropriate, or illegitimate” to recognize formally despite them being essential in the organization’s social fabric

104: Social Structure & Organizations — Stinchcombe

August 8, 2023 Rohin Borpujari 0:04:26
In a famous chapter in James G. March’s 1965 book, Handbook of Organizations, Arthur L. Stinchcombe laid out a case for expanding the study of organizations outward to include social structure bringing attention to innovation as well as imprinting and inertia. He posited that societies had significant effects on how organizations emerge and operate and that organizations, in turn, impact relations among groups in society. He presented his arguments in three parts. First, that social structures had an imprinting effect on the formation of new organizations, such that these initial forms often persisted despite efforts to change them. Thus, to the second point, each type of organization reflected the history of its creation both in terms of the organization and social structures that dominated at the time. Finally, organizations also reflect the social divisions in society, such as between higher and lower classes.

102: Executive Leadership — Sloan’s “My Years at General Motors”

June 13, 2023 Rohin Borpujari 0:04:52
Alfred Sloan was President, Chairman, and CEO of General Motors from 1923 to 1956. His memoir “My Years at General Motors” tells his story about how he took a corporation consisting of several disparate and competing companies and shaped them into division that manufactured cars tailored to different segments of society. He constantly pursued and integrated new technologies into the automobiles themselves while also shaping the buying experience through the introductions of different styles, improved relations with dealings, and financial services that rivaled banks.

92: Organizational Secrecy — Case of the Manhattan Project

August 9, 2022 Rohin Borpujari 0:05:21
We are examining organizational secrecy using the Manhattan Project during World War II as a case study. The Manhattan Project came about following the discovery of nuclear fission in 1938 and the understanding that Nazi Germany was trying to develop a powerful weapon that could change the course of the war. Naturally, the American effort had to be kept secret to hide both the existence of the project and, failing that, any information about progress and potential employment. How did they do it and what challenges did they face? What could we learn about maintaining secrets in contemporary organizations?