The Author writes on the management style of organizational paternalism, a system whereby individuals are governed in a manner similar to that of a father over his children. In particular, Fleming addresses the notion of ‘how’ and ‘why’ employees may resist the imposition of such an approach. In the available literature, paternalism is generally accepted as a management style that for the vast majority of cases achieves and maintains loyalty and obedience and gives direction both within and external to the office environment.
I found the discussion on paternalism to be of great personal interest, as in my professional career, I have experience a paternalistic environment that at times I embraced, while at other times I resisted. I am in agreement with the literature in that the management style tightens the bond between employer and employee, creating a friendlier, cooperative and nurturing environment. Employees, and others subjected to a paternalistic approach, develop a sense of dependence on their employers, or figureheads, when presented with moral decisions. Personally, when confronted with choices, I would often consider “What would (employer) do in this case?” both when dealing with staff or clients and with decisions in my personal life. However, I cannot concur with the author that, in those situations whereby I resisted following the direction of my superiors, I was merely flexing my own independence and authority. Rather, I chose to follow a different path because I felt strongly that it was a better or more efficient route to achieve equal or greater success.
In his article, Fleming neglected to comment on the effect that size of organization has on resistance to organizational paternalism, as well as ...