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Widely known as a leading intellectual, Zygmunt Bauman’s thinking is often categorized as sociology or philosophy. But his work has been hugely influential in other fields as well, not least within organization studies. From increasing management control and growing standardization of work activities, to the increase in uncertainty and insecurity experienced by contemporary workers, organizations themselves are becoming ever more ephemeral entities. Bauman’s themes: globalization, liquid modernity and postmodern ethics are arguably fundamental to contemporary notions of organization and management and his thinking has never been more relevant. However, despite the obvious and continuing influence of Bauman’s ideas on business studies, there has been no comprehensive attempt to chart his impact on organization theory. In this innovative and insightful collection, an international selection of leading management scholars explore key topics in current organizational discourse, including networked organizations, control and ambiguity, technologies, work and responsibility, extending Bauman’s liquid modernity to the "liquid organization". The book will be essential reading for scholars and academics and students in management and organizational theory, and also sociology, managing culture and organizational ethnography.
dtPublisher's MessageddIn a time when managers are scrambling to find methods to maneuver through the madness of a completely unpredictable business environment, Jeffrey Goldstein's answers are surprising, challenging, and sometimes controversial. But when applied, they reveal the key to highly refined organization functioning. In The Unshackled Organization, consultant and management professor Jeffrey Goldstein examines new territory with his exploration into how change happens within an organization. Utilizing leading-edge scientific and social theories about change, including non-linear, far-from-equilibrium, chaos theory, and system dynamics, Goldstein shows that only through "self-organization" can natural, lasting change occur. The theory behind "self-organization" arises from the idea of allowing and even amplifying unpredictable fluctuation rather than abolishing or controlling it. In other words, don't fight it! Change imposed from above often is not accepted with open arms by employees. But out of the chaos of change that emerges from within the organization will come long-lasting, structural improvements instead of short-term, Band-Aid solutions. This is a dramatic new way of looking at change, one that means rethinking how change happens within an organization and how you can encourage the process. This book is a pragmatic guide for managers, executives, consultants, and other change agents. More than an academic discourse on a new theory of change, it is filled with real-world examples about diverse types of change in a variety of business and service organizations. This is information you can start using today to support true change within your organization. Contents Publisher's Message Preface Chapter One: New Wine Skins Chapter Two: Growth in Nonlinear Systems Chapter Three: The Dynamics of Self-Organization Chapter Four: From Resistance to Attraction Chapter Five: The Equilibrium Effect of Self-Fulfilling Prophecies Chater Six: Generating Far-From-Equilibrium Conditions Chapter Seven: Working With Boundaries Chapter Eight: Differences That Make A Difference Chapter Nine: The Cauldron of Change Chapter Ten: The Magic Theatre Epilogue Notes About the Author Index
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