نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری برنامه‌ریزی توسعة آموزش عالی دانشگاه شهیدبهشتی
2 دانشیار گروه آموزش عالی دانشگاه شهیدبهشتی
3 استادیار گروه آموزش عالی دانشگاه شهیدبهشتی
4 دانشیار گروه رهبری و توسعة آموزشی دانشگاه شهیدبهشتی
چکیده
کلیدواژه‌ها
عنوان مقاله [English]
نویسندگان [English]
Introduction: Power is the truth of academic life and is an important element in all organizations. Gaining power and applying it effectively is essential for the survival of the system in today's environment. Power and its application as a basic component and tool in the direction of organizational behavior and thus play a key role in achieving the effectiveness of the organization. Since research requires the creation of a social relationship in which power is clearly and tangible and all forms of power can be explored through the lens of legitimacy, the purpose of the research was to examine the actors' perceptions of the legitimacy of the power exercised in the research process and their possible reactions.
Method: Since the exploration and description of the experiences of students and graduates from the exercise of power in the research process has been the purpose of the research, the research plan is qualitative. In this research, graduate students have formed the study population; because students are mainly targeted by the power of professors, and the legitimacy of power is understood through the perspective of the targets and audiences of power. The sampling method of the present study is non-targeted and criterion-based. Based on this, students and graduates participated in this research to have the criterion of team research experience, availability and agreement to conduct the interview. A semi-structured interview was conducted with 19 students and graduates of the University of Tehran. In order to analyze the data, the Stokes-Colaizzi-Kane analysis method was used. Therefore, a combination of textual and structural descriptions has been done in the research process.
Finding: The findings of the study showed Students and graduates of Tehran University understood the applied power legitimate on the basis of ethics, experience and expertise, rationality and efficiency and illegitimate on the basis of ethics, economic values, experience and expertise, religion, justice, custom, rationality, law and efficiency. Also, Avoiding exposure to bullying positions, hidden curriculum, subjection, commitment, anger and discomfort, adaptation, resistance, and cooperation have been the actors' reactions to the power applied in the research process.
Results & Conclusion: The objectives and witnesses of the exercise of power evaluate the applied power according to their values, views, principles, knowledge, experience, and other resources and assess its legitimacy. If they see the power of the agent as legitimate, they will obediently obey him, and if his power Understand illegitimately and have relatively equal power over the agent, resist it. If they can't resist but can take it away, they try to avoid it. Also, if they think of the power of the agent much more than their power and see their self-esteem weakened, they will seek to compromise with the agent. If they are forced to accept and obey the agent, despite their inner desire and inability to deal with it, they will show their sadness; Therefore, it is necessary to pay attention to the actors' understanding and evaluation of the power of the agents, because if they do not evaluate the power of the agents legitimately, will lead to deviation from the research policies by disobedience or obedience with reluctance. Since negative reactions such as anger and discomfort to applied power were more than positive reactions such as commitment, the findings of the study indicate the illegitimacy or low legitimacy of the power of agents and policymakers in the research process. This doubles the necessity of open policy-making in higher education and paying attention to the voice of students and their involvement in the research policy-making process.
کلیدواژه‌ها [English]
Yukl, G. & Tracey, J. B. (2003), “Consequences of Influence Tactics Used with Subordinates, Beers, and the Boss”, In L. Porter, H. Angle & R. Allen (ed.), Organizational Influence Processes, (pp. 96-116). London & New York: Routledge.
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