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Corporate Culture and Organizational Symbolism.
The symbolic order of gender in organizations - how gender relations are culturally and discursively produced and reproduced, and how they might be done' differently, are explored in this book. Silvia Gherardi focuses on the relationship between gender, power and culture in organizations and on the need to come to grips with the pervasive, elusive and ambiguous nature of gender in work settings. She introduces two key metaphors. The first is of the sexual contract, which centres on the sexuality of organizations and static' gender difference. The second, of the alchemic wedding, highlights a plurality of cultural models of femaleness and of women/work relationships, and processes of dynamic difference, transformation and transcendence. Gherardi continues her examination of the construction of gender relations in the workplace through a series of rich and illuminating stories which also draw on various symbolic archetypes as powerful forms of cultural expression. The final section of the book looks at possibilities for change, developing in particular a concept of different forms of gender citizenship of organizations.
The concept of culture is a key issue within management and organization studies. Understanding Organizational Culture provides a useful and comprehensive guide to understanding organizational culture, from a range of angles, contexts and sectors. The book answers questions of definition, explores alternative perspectives, and expands on substantive issues (such as leadership and change), before discussing key issues of research and providing a new framework for this topic. Mats Alvesson synthesizes for students the advances in the field of organizational culture, drawing upon the range of relevant literature within Organization Studies. The author also uses examples to develop and illustrate ideas on how cultural
Improving positive and reducing negative organizational behaviors in businesses are important in terms of organizational success as this will lead to an increase in employee organizational commitment and job satisfaction. Considering that the tourism industry has such a dynamic structure, it is obvious that behavioral issues in the industry need to be scrutinized. Organizational Behavior Challenges in the Tourism Industry is a collection of innovative research that aims to explore relevant theoretical frameworks in terms of organizational behavior issues and provides the opportunity for tourism organizations to understand their employees’ behavior. While highlighting topics including emotional labor, deviant behavior, and organizational cynicism, this book is ideally designed for hotel managers, tour directors, restaurateurs, travel agents, business managers, professionals, researchers, academicians, and students.
The studies which comprise this book are essentially organized around a critical encounter with European social theory in its 'classical period' – i.e. from the middle years of the nineteenth century until the First World War – and have the aim of working out some of the implications of that encounter for the position and prospects of the social sciences today. The issues involved relate to the following series of problems: method and epistemology; social development and transformation; the origins of 'sociology' in nineteenth-century social theory; and the status of social science as critique. In each of these areas, Giddens develops views that challenge existing orthodoxies, and connects these ideas to a reconstruction of social theory in the contemporary era.
Artifacts in organizations are ubiquitous but often overlooked. The chapters in this book illustrate that artifacts are everywhere in organizational life. They prevail in how offices are decorated, language is used, business cards are designed, and office cartoons are displayed. In addition, artifacts can be seen in the name of an organization and its employees, products, buildings, processes, and contracts, and they represent people, organizations, and professions. Artifacts and Organizations suggests that artifacts are neither superficial nor pertinent only to organizational culture. They are relevant to a rich and diverse set of organizational processes within and across multiple levels of analysis. Artifacts are shown to be integral to identity, sense-giving and sense-making processes, interpretation and negotiation, legitimacy, and branding. The book seeks to communicate that artifacts are often much more than what is currently recognized in organizational research. The four sections of this edited volume address various aspects of what is known about and known through artifacts. Together, the full set of chapters challenge the field to move beyond a narrow conceptualization and understanding of artifacts in organizations. This book leads students to embrace the full complexity and richness of artifacts. In addition, the text seeks to inspire those who focus on artifacts as symbols to delve deeper into the complexities of artifacts-in-use, for individuals, organizations, and institutions.
Symbols and Artifacts: Views of the Corporate Landscape (de Gruyter Studies in Organization).
øIt would be unusual for a framework as powerful and predictive as the Competing Values Framework to remain unchallenged and absent of criticism. In addition to updating the examples and references, this second edition provides a new chapter motivated
How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.