Two definitions of collegiality and their inter-relation: The case of a Roman Catholic diocese |
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| Authors: | Emmanuel Lazega Olivier Wattebled |
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| Affiliation: | 1. Centenary Institute, The University of Sydney, Locked Bag No 6, Newtown, NSW 2042, Australia;2. Ningxia Medical University, Yinchuan, Ningxia, PR China;3. QIMR Berghofer Medical Research Institute, QLD, Australia;4. Ningxia Centre for Disease Control and Prevention, Yinchuan, Ningxia, PR China;5. Infectious Disease Hospital of Ningxia, Yinchuan, 7500004, PR China;6. Discipline of Medicine, Sydney Medical School, The University of Sydney, Sydney, NSW 2006 Australia;7. School of Life Science, University of Technology, PO Box 123, Broadway, NSW 2007, Australia |
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| Abstract: | Against the backdrop of the conflict observed between managers and professionals, two definitions of collegiality emerge: on one hand, a specific organizational form (bottom up) and, on the other, a procedure of bureaucratic management (top down). A study of networks of priests in a Roman Catholic diocese in France is used to explore how those two definitions are related. Questions are raised as to the effects of a too narrow organizational rationalization that uses collegiality only as a top down, bureaucratic, managerial procedure. This always entails the risk of making the work done by experts sterile because it overlooks the first type of collegiality, which is based on the nature of non-routine tasks that members perform together thanks to an endogenous organizational structure of a bottom up type. |
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