Abstract:
This thesis investigates power in the interactions of four women and their workplace
colleagues. Power is explored by examining the forms used to express "control
acts", i.e., directives, requests and advice, and through investigation of the way
control acts pattern in the discourse and whether they are mitigated. A Speech Act
Theory approach is used as the starting point, with insights from other analytical
approaches such as Conversation Analysis also being drawn on where relevant.
Almost all of the control acts are mitigated. There are differences, however, in the
mitigation patterns of Managers as opposed to those of their staff. Whereas Managers
tend to provide internal or external modification based on how much a topic
has been discussed, lower level staff always provide both internal and external
mitigation when dealing with their Managers...
The roles of the two interactants are also evident in the large number of control acts
in the speech of the Managers compared to that of lower level staff, but are less
obvious in other aspects of their discourse. Managers frequently use "consultative"
power, for instance in the way they involve their staff in the decision making
process. They also empower their staff by acknowledging their staffs' skills and
expertise; recognising their "expert" power. Both Managers are seen to have an
interactive "participative" style of management. They more often minimise rather
than exert power and they pay attention to their interlocutor's face needs.
