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This text is the first in a series sponsored by the "Administrative Science Quarterly" designed to focus and stimulate thinking on those areas of administrative science which have most profoundly shaped the development of orgnaizational theory and behaviour. In this volume, the editor has selected and introduced the compendium of ASQ articles on qualitative research. The articles represent a broad range of research styles, methods, topics and level of analysis. The studies are spread across four areas of research: organizational process; groups in organizations; organizational identity and change; and the societal and institutional environment. Organizations studied include factories, churches, universities, engineering groups, fisheries, voluntary organizations, basketball teams, pop music recording firms and others. The authors of the works represent a variety of disciplinary backgrounds, including sociology, political science, communications, management studies and history.
In Great Minds In Management Ken G. Smith and Michael A. Hitt have brought together some of the most influential and original thinkers in management. Their contributions to this volume not only outline their landmark contributions to management theory, but also reflect on the process of theory development, presenting their own personal accounts of the gestation of these theories.The result is not only an ambitious and original panorama of the key ideas in management theory presented by their originators, but also a unique collection of reflections on the process of theory development, an area which to date little has been written about by those who have actually had experience of building theory.In their concluding chapter, Ken G. Smith and Michael A. Hitt draw together some common themes about the development of management theory over the last half a century, and suggest some of the conclusions to be drawn about how theory comes into being.
Social theory of management efficiency - covers managerial motivation, decision making, business organization, communication, etc. Bibliography pp. 183 to 192.
This book contains Open Access chapters This volume integrates and redirects research on organizational hybridity, the mixing of logics, forms, and identities that do not conventionally go together. It sets a foundation for continued analytical rigor and real-world relevance.
Student retention, engagement, and success are some of the biggest challenges that administrators and university leaders face in higher education settings. As financial support and steep competition pose an issue to student acquisition and participation, especially within Historically Black Colleges and Universities, it becomes pertinent that these academic organizations implement new leadership practices to assist in the overall success of the student, as well as the institution. Administrative Challenges and Organizational Leadership in Historically Black Colleges and Universities examines how administrations in Historically Black Educational Institutions utilize different leadership techniques to overcome challenges of student retention and engagement. Focusing on student development practices, organizational collaboration, funding for institutions, and support provided from faculty and staff within Historically Black Colleges and Universities, this book is an essential reference for university administrators, educators, researchers, and graduate-level students in the fields of education and sociology.
This global encyclopedic work serves as a comprehensive collection of global scholarship regarding the vast fields of public administration, public policy, governance, and management. Written and edited by leading international scholars and practitioners, this exhaustive resource covers all areas of the above fields and their numerous subfields of study. In keeping with the multidisciplinary spirit of these fields and subfields, the entries make use of various theoretical, empirical, analytical, practical, and methodological bases of knowledge. Expanded and updated, the second edition includes over a thousand of new entries representing the most current research in public administration, public policy, governance, nonprofit and nongovernmental organizations, and management covering such important sub-areas as: 1. organization theory, behavior, change and development; 2. administrative theory and practice; 3. Bureaucracy; 4. public budgeting and financial management; 5. public economy and public management 6. public personnel administration and labor-management relations; 7. crisis and emergency management; 8. institutional theory and public administration; 9. law and regulations; 10. ethics and accountability; 11. public governance and private governance; 12. Nonprofit management and nongovernmental organizations; 13. Social, health, and environmental policy areas; 14. pandemic and crisis management; 15. administrative and governance reforms; 16. comparative public administration and governance; 17. globalization and international issues; 18. performance management; 19. geographical areas of the world with country-focused entries like Japan, China, Latin America, Europe, Asia, Africa, the Middle East, Russia and Eastern Europe, North America; and 20. a lot more. Relevant to professionals, experts, scholars, general readers, researchers, policy makers and manger, and students worldwide, this work will serve as the most viable global reference source for those looking for an introduction and advance knowledge to the field.
SAGE has unparalleled depth in journal back lists in the field of organization studies, and publishes several of the top journals in the field, including Organization, Human Relations and Organization Studies. This four-volume set brings together over sixty of the key papers published in SAGE books and journals since the turn of the millennium, many of which are not easily available in traditional library holdings. Professor Stewart Clegg is widely recognised as a preeminent scholar of organization studies, and together with an international editorial board of ten renowned scholars in the field.
How do firms adapt? There are two basic starting points from which to answer that question. One is premised on ideas of rational choice and intentionality, while the other is a process of evolutionary dynamics. Both are well-defined and operate as powerful intellectual attractors. Using the ideas of Gregor Mendel as a useful touchstone, this book aims to construct a middle-ground between these two conceptions. The image of the "Mendelian" executive shows how we might effectively balance the ideas of godlike rational design on the one hand and evolutionary dynamics on the other. The perspective developed in this book is anchored on the two key primitives of path-dependence and artificial selection. The intentionality of the Mendelian executive allows for the conscious exploration of opportunities, rather than the happenstance of random variants, yet the constraining forces of path-dependence may lead these moves to adjacent spaces. This perspective also highlights the role of intentionality with respect to the selection and culling of strategic initiatives. The organization operates an “artificial selection” environment, as firms receive profits and losses and, in turn, mediate how these environmental outcomes are projected onto underlying elements and actors within the organization. In this spirit, exploration can be considered not merely as the distance in the underlying behavior from current action, but also as changes in the dimensions of merit by which initiatives are judged. The Mendelian executive is a catalyst and cultivator of promising pathways to unknown futures.
Dealing with issues and concerns of administrative theory, this anthology analyses the various approaches and models in the context of their relevance and impact.
This edited collection includes contributions by Follett, Fayol, Mooney, Dennison, Henderson, Whitehead and Mayo. The paper by Henderson, Whitehead and Mayo discusses the findings of the Hawthorne experiments.