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The article cites a study which focuses on the race attitudes of a dominated group. Dominative behaviour is delined as the technique of responding to others by which a person resists differences, resists change and growth. This study is concerned exclusively with the professional African. In spite of the widely varying backgrounds revealed in this study, the Africans have all converged upon the same goal. The African is not without considerable psychological resources of his own when called upon to deal with the situation created for him by the dominative behaviour of the European. His awareness of group-belongingness makes it possible for him as an individual to confront the situation secure in the knowledge that his group provides him with a ground on which he can take his stand. His awareness of group-apartness enables him to bring into play all those powerful social attitudes that maintain the distinct identity of the in-group while challenging the pretensions of the out-group. His awareness of a group heritage and a group tradition, however over-evaluated, sentimentalized and distorted they may be, provides him with a set of cultural values in which he can take a pride and which he does not owe to the European.

This article presents a reprint of the paper "L'informatique etlepouvoir: Pouvoir dans l'entreprise et pouvoir de l'entreprise," that was published in the May 1972 issue of the periodical "Informatique et Gestion." A brief recall of the most recent concepts on the functioning of organizations will allow the potential implications of informatics for the distribution of power in a company to be better understood and will clarify the reactions of the cadres in this regard. Specialists on business administration and sociologists specializing in organizations have conducted studies in the United States and in Western Europe that have led to a company no longer being considered as a supra-individual entity, having an existence and a behavior independent of that of its members and capable to this extent of being explained and governed by referring to purely formal models. They have likewise demonstrated that a company can no longer be conceived of only as the network of interpersonal relationships--irrational and charged with affectivity--to which the theoreticians of human relations thought it could be reduced. Instead, an organization can more realistically be considered the resultant of strategic games carried out as a function of multiple, divergent, and indeed contradictory goals by the organizational actors and as a function of their adherence to a minimum of common norms.