| Description |
1 online resource (234 pages) |
| Contents |
BOOK COVER -- HALF-TITLE -- TITLE -- COPYRIGHT -- DEDICATION -- CONTENTS -- ILLUSTRATIONS -- PREFACE -- ACKNOWLEDGEMENTS -- INTRODUCTION -- The need for theory -- Organizations and the wider society -- Theory versus practice? -- Notes -- 1 THE NATURE OF MANAGEMENT AND MANAGEMENT RESEARCH -- The classical school -- The classical school in context -- Taylorism and the transformation of work -- The four principles of Taylorism -- The science of work study -- The scientific selection of staff -- Mutuality and co-operation -- The division of labour -- Human relations thinking -- Human relations in context -- Contingency models -- Guru models -- The nature of management -- Management as activity -- Management as elite -- management as ideology -- The need for control and the ideology of management -- The need for ideologies of work -- Taylorism as ideology -- The incomplete nature of ideologies -- The shaping of modern management -- Attitude surveys in management -- A question of bias -- Fixed factors in management research -- Summary -- 2 APPROACHES TO THE STUDY OF CHANGE -- A framework for analysis -- A few words of caution -- Hero-manager reflections and biographies -- The sorcerers of business -- Geneen on managing -- Iacocca on management -- John Harvey-Jones -- Guru works -- The medicine men (and women) -- Peters and Waterman -- Dangerously wrong? -- The methodological critique -- The conceptual critique -- Kanter-master of change? -- Kanter-learning to dance -- Pascale and Athos -- How to be a guru? -- A good pitch -- The ingredients of guru success -- Modelling the world of work -- The intellectual focus -- A practical appeal -- Student-oriented texts -- Leigh and Effective Change -- Plant on change -- Student texts-the orthodoxy -- Lewin and 'forcefield analysis' -- Choice management-change management -- The choice process |
|
Complexity and contradiction -- Conclusions -- 7 THE DIVERSITY OF THEORETICAL FRAMEWORKS -- A unitary viewpoint -- Metaphorically speaking -- A pluralist viewpoint -- Systems thinking and organizational change -- Interdependency -- Synergy -- Boundary -- Common ideology -- Change in open systems -- Systems thinking-critique -- The status of systems thinking -- The system boundary and reification -- Structure over action -- The treatment of conflict -- Unitarism, pluralism and systems thinking -- 8 RADICAL AND MARXIST FRAMES OF REFERENCE -- Radical models of organization and change -- The Clegg-Blumberg debate -- A Marxist viewpoint -- Labour and labour power -- Marxism and Taylorism -- Limits to Marxist and radical frames of reference -- From frames of reference to paradigms -- 9 PARADIGMS OF/FOR CHANGE -- The sociological world -- Ontology -- Epistemology -- Human nature -- Methodology -- The rise of interpretivism -- Action theory -- Radical humanism -- Paradigms and 'commensurability' -- 10 NEW PARADIGMS FOR CHANGE? -- The need for change -- Theory as product innovation -- The culture of management -- Paradigms and change -- Defining paradigm -- A new paradigm? -- Back to functionalism -- New analyses not new paradigms -- Conclusions -- 11 TOWARDS A CONCLUSION -- How should we 'understand'? -- REFERENCES -- INDEX |
|
The trajectory process -- The change process -- Two cheers for Burnes? -- Summary -- 3 CRITICAL MONOGRAPHS AND RESEARCH STUDIES -- A brief word of caution -- Pettigrew and the study of change -- Context versus environment -- Theory and atheorism -- A methodology for changing -- Prerequisites for the analysis of change -- Dawson and processual models of change -- The need to change -- The process of organizational transition -- Operation of new practices -- Dawson-the acid-test? -- The process of technological change -- HRM and change -- Summary -- 4 N-STEP GUIDES FOR CHANGE -- Under-socialized models of change -- The common features of n-step guides -- Rationalism and change -- A sequential model of change -- A prescription for change -- The nature of work organizations -- The nature of the change process -- The treatment of conflict and personality -- Personality and plasticity -- Systems in context -- Context or carte blanche? -- Reconstructing change -- Summary -- 5 SOCIALIZED MODELS OF CHANGE? -- Re-modelling change -- HRM and the management of culture -- The logic of HRM -- Commitment -- Quality -- Flexibility -- The cultural turn in management -- The emperor's new culture -- Defining culture -- The analysis of cultural artefacts -- The study of cultural values -- The formation of culture -- Power distance -- Individualism/collectivism -- Masculinity/femininity -- Uncertainty avoidance -- Confucian dynamism -- Trauma and positive reinforcement -- Cultures as patterns of action -- Cultures as patterns for action -- A lack of culture? -- Schein and the process of culture change -- Manipulating and managing culture -- N-step guides and culture change -- 6 THEORIES FOR THE ANALYSIS OF CHANGE -- First principles -- Pettigrew: axioms for analysing change -- Embeddedness -- Temporal interconnectedness -- Context and action |
| Summary |
In recent years, there has been an explosion of books on the nature of organisational change and the management skills needed to effectively carry it out. Many are written by change gurus and management consultants offering quick fixes and metaphor laden business toolkits, however, much of their advice is banal and under-theorized. This book redresses this balance by providing an original analysis of change management in organizations in the light of wider sociological perspectives. It critically examines the, often implicit, theoretical frameworks underpinning many contemporary accounts of organizational change, and covers subjects including: * the importance of explicit analysis of theory and context * a critique of populist management gurus and quick-fix 'how-to' solutions * 'under-socialized' models of change which emphasise structure over human action * trenchant analysis of 'soft' HRM solutions * the management of culture. Radical and innovative, this book, the first to adopt a sociological approach, is a much-needed challenge to the orthodoxies of change management |
| Notes |
Publisher supplied metadata and other sources |
| Subject |
Corporate culture.
|
|
Organizational behavior.
|
|
Organizational change -- Social aspects
|
|
Organizational sociology.
|
|
Corporate culture.
|
|
Organizational behavior.
|
|
Organizational change -- Social aspects.
|
|
Organizational sociology.
|
| Form |
Electronic book
|
| ISBN |
0203980190 |
|
9780203980194 |
|
