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This wide-ranging analysis both explores current approaches to organization studies and relates the concepts of modernity and postmodernity to the realities of organizational structure and context. In surveying alternative perspectives on organizations in terms of ideal types, systems, contingencies, ecologies, cultures, markets and efficiency, Clegg demonstrates that no single approach is adequate to deal with the real-world variety of organizations that exist. Drawing upon unusual and revealing examples - the production of French bread, Italian fashion and `post-Confucian' Asian enterprises - he argues that their success cannot be reduced to `culture' but must incorporate a fuller understanding of the ways in which organi
German environmental organizations have doggedly pursued environmental protection through difficult times: hyperinflation and war, National Socialist rule, postwar devastation, state socialism in the GDR, and confrontation with the authorities during the 1970s and 1980s. The author recounts the fascinating and sometimes dramatic story of these organizations from their origins at the end of the nineteenth century to the present, not only describing how they reacted to powerful social movements, including the homeland protection and socialist movements in the early years of the twentieth century, the Nazi movement, and the anti-nuclear and new social movements of the 1970s and 1980s, but also examining strategies for survival in periods like the current one, when environmental concerns are not at the top of the national agenda. Previous analyses of environmental organizations have almost invariably viewed them as parts of larger social structures, that is, as components of social movements, as interest groups within a political system, or as contributors to civil society. This book, by contrast, starts from the premise that through the use of theories developed specifically to analyze the behavior of organizations and NGOs we can gain additional insight into why environmental organizations behave as they do.
This book attempts to characterize a new organizational form that is now visible in many companies as a substitute of previous forms related to mechanized or mechanistic standards. The book is based on the approach of organizational structure and on Henry Mintzberg’s work on organizational configurations. As a matter of fact, it attempts to supplement and update Mintzberg's organizational taxonomy, taking into account changes in the structure and work organization of business firms. The book is written for all people whose work is related to organizations and who are interested in the subjects it deals with.
Rationality and happiness: the organizational dilemma; The organization goal: master or servant?; The classical approach; From human relations to the structuralists; Bureaucracies: structure and legitimation; Organizational control and leadership; Organizational control and other correlates; Administrative and professional authority; Modern orgazation and the client; Organization and the social environment.
Social theorists speculate about large-scale social questions, asking of any phenomenon, how is it possible? This book addresses how various social theories contribute key insights into the nature of organizations and management. The cast of characters to be found in this book have had a transcendental impact, including on the practices of the management and organization disciplines. For students, however, engaging with social theory in a conversation that is much broader and potentially richer than those that may have been previously encountered is not at first easy. The question is where to begin: this book provides answers. Drawing on research from international contributors, this valuable textbook is an essential resource for students and introduces key social theories and theorists making them accessible to a management audience. The chapters include objectives and end-of-chapter reflective questions, as well as a glossary for readers grappling with new terms. erms.
The goal of the chapters in this SIOP Organizational Frontiers Series volume is to challenge researchers to break away from the rote application of traditional methodologies and to capitalize upon the wealth of data collection and analytic strategies available to them. In that spirit, many of the chapters in this book deal with methodologies that encourage organizational scientists to re-conceptualize phenomena of interest (e.g., experience sampling, catastrophe modeling), employ novel data collection strategies (e.g., data mining, Petri nets), and/or apply sophisticated analytic techniques (e.g., latent class analysis). The editors believe that these chapters provide compelling solutions for the complex problems faced by organizational researchers.
As many organizations expand, it becomes increasingly important to implement collaboration and leadership practices that help ensure their overall success. Being able to work and lead effectively in diverse settings can greatly benefit individual employees and the organization as a whole. Cross-Cultural Collaboration and Leadership in Modern Organizations provides an interdisciplinary analysis of how organizations can responsibly embrace complex problem-solving and creative decision making. Providing essential practical tools and critical guidelines, this publication is a necessary reference source benefiting business professionals, managers, researchers, and students interested in leadership and collaboration strategies and their application to various disciplines such as human resources management, professional development, organizational development, and education.
"The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories."--Page [4] of cover.
This book explores how international organizations (IOs) have expanded their powers over time without formally amending their founding treaties. IOs intervene in military, financial, economic, political, social, and cultural affairs, and increasingly take on roles not explicitly assigned to them by law. Sinclair contends that this 'mission creep' has allowed IOs to intervene internationally in a way that has allowed them to recast institutions within and interactions among states, societies, and peoples on a broadly Western, liberal model. Adopting a historical and interdisciplinary, socio-legal approach, Sinclair supports this claim through detailed investigations of historical episodes involving three very different organizations: the International Labour Organization in the interwar period; the United Nations in the two decades following the Second World War; and the World Bank from the 1950s through to the 1990s. The book draws on a wide range of original institutional and archival materials, bringing to light little-known aspects of each organization's activities, identifying continuities in the ideas and practices of international governance across the twentieth century, and speaking to a range of pressing theoretical questions in present-day international law and international relations.