The dominant groups make decisions that will suite themselves rather than the whole company. For example, a new computer software is being implemented in an organization, the dominant group will simply choose the software that they are likely to be familiar with. If this means that several workers are to be replaced or completely eliminated, that doesn’t matter to the dominant group, as they are the group that chooses the “best” interests for the company. Workers will assume that those in charge have their best interests at heart, and will be likely to understand if some workers are laid off or will be replaced to other more qualified candidates. The oppression of the workers allows for hierarchical systems to be maintained and thrive. Hierarchal power is often constructed on those who we associate with rather than those who are often more qualified for jobs. Most people can tell stories of people whom they have associated with who receive jobs based on social connections, rather than qualifications. Yet when these individuals enter the organization they highly qualified according to their dominant peers. These are both significant points of power that are not written down that those “on top” have access to over the subdominant
The dominant groups make decisions that will suite themselves rather than the whole company. For example, a new computer software is being implemented in an organization, the dominant group will simply choose the software that they are likely to be familiar with. If this means that several workers are to be replaced or completely eliminated, that doesn’t matter to the dominant group, as they are the group that chooses the “best” interests for the company. Workers will assume that those in charge have their best interests at heart, and will be likely to understand if some workers are laid off or will be replaced to other more qualified candidates. The oppression of the workers allows for hierarchical systems to be maintained and thrive. Hierarchal power is often constructed on those who we associate with rather than those who are often more qualified for jobs. Most people can tell stories of people whom they have associated with who receive jobs based on social connections, rather than qualifications. Yet when these individuals enter the organization they highly qualified according to their dominant peers. These are both significant points of power that are not written down that those “on top” have access to over the subdominant