ABSTRACT
As the previous two chapters have demonstrated, the dominance of managers is based on a very comprehensive, multi-dimensional system of power and control as well as a whole range of individual and group interests-all of which keep this system going. However, despite the cunning design of organisations and managerial concepts, most of the factual interests underpinning managers’ decisions and actions are anything but attractive. If these were more widely known, subordinates would function less willingly and start to question social reality; who would pay tribute to a naked King (or Queen)? Therefore, dominant groups are particularly anxious to “justify”, even cover up their actual interests and power, ambitions and social practices. One way to achieve this is overlaying them with additional, more “convincing” layers of sense-making and sense-giving systems. We are talking about ideology.
