Managing & organizations: an introduction to theory & practice
Gespeichert in:
| Beteiligte Personen: | , , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Los Angeles [u.a.]
Sage Publ.
2011
|
| Ausgabe: | 3. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024664475&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Umfang: | XXIX, 682 S. Ill. |
| ISBN: | 9780857020413 9780857020406 |
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Datensatz im Suchindex
| _version_ | 1819254138458865664 |
|---|---|
| adam_text | Titel: Managing and organizations
Autor: Clegg, Stewart
Jahr: 2011
CONTENTS
About the Authors xviii What is sensemaking? 17
Acknowledgements xix Sensemaking characteristics 18
Introduction xxii Why are organizations interested in
Guided Tour xxiv sensemaking? 19
Companion Website xxix Tools and sensemaking 20
Multiple sources of sensemaking in
organizations 23
PART ONE Sensemaking can be a matter of life and
MANAGINC PEOPLE IN
ORGANIZATIONS
death 25
Sensemaking produces what we take to be
rational 25
Metaphors framing rationality 26
Metaphors of division 26
1 MANAGINC AND Metaphors of the organ 27
ORGANIZATIONS 3 Metaphors of choice and rationality 28
Why are assumptions of rationality so
Managing, Organizations, influential? 29
Sensemaking 3 The changing contexts of managing and
organizations 31
Learning objectives 3 Organizations and technological changes 32
Introduction 4 Changing relations of service and production 34
Why theory? 4 Going global 35
What is practice? 5 Changing conceptions of time and space 36
Individuals in a society of organizations 6 Changing demographics; changing values 37
Individuals wrapped up in chains 6 Using Managing and Organizations 38
What are individuals? 7 Summary and review 40
Managing 8 Exercises 41
Framing managing 8 Additional resources 41
What do managers do? 9 Web section 42
Organizations 10 Looking for a higher mark? 42
Organization characteristics 10
Organizations go on while members
chan e 12
Organizations are huge repositories of 2 MANAGING IN DIVIDUALS 43
mies 12 Seeing, Being, Feeling 43
Organizational identity 14
Organizations as professional institutions 15 Learning objectives 43
Sensemaking 17 Introduction 44
Psychology at work 45 Team conflict and managing tensions
Perception at work 49 in teams 108
Perception and common errors 52 Toxic handling in organizational
Values: managing me, myself, and I 57 conflict 113
Values 58 Summary and review 117
Personality 62 Exercises 117
You are what you are: the trait approach 63 Additional resources 118
You are what we think: the sociocognitive Web section 118
approach 63 Looking for a higher mark? 119
You are what you don t know: the Case study 120
psychoanalytical approach 67
You are what you grow: the humanist 4 MANAC|NG LEADING,
approach 70
Personality and management 71 COACHING, AND
Positive psychology: emotions and happiness 72 MOTIVATINC 173
Shiny happy people 75
Summary and review 79 Transformation, Instruction,
Exercises 80 Inspiration 123
Additional resources 81
Web section 81 Learning objectives 123
Looking for a higher mark? 82 Introduction 124
Case study 83 What is leadership? 126
Notes 85 Leadership as traits 128
Leadership as behaviour 129
Situational and contingency theories 132
3 MANAGING TEAMS AND Transactional, transformational, and
GROUPS 87 charismatic approaches 136
New perspectives on leadership 139
Cohabitation, Coilaboration, Substitutes and neutralizers 140
Constemation 87 Leaders as servants and the postmodern
condition 141
Learning objectives 87 Postmodernism, postmodernity,
Introduction 88 empowerment, and neutralization 142
Team and group dynamics 89 Leaders as coaches 145
The thmgsthat bind: why we form groups 90 Leaders as motivators 148
Types of groups 93 Motivation: a question of self-
Group properties and processes 95 determination
153
Social impact and group size 95 The kive hol of
Social facihtation 97
Conformance and obedience 98
leadership 156
Leadership wisdom 158
Groupthink 99 Is Ieadership culturany variable? The GLOBE
Social loafing 100 ject 159
Developing teams 100 Summary and review 160
Teams 101 Exercises 161
Team stages 102 Additional resources 161
Teamwork as a reflexive process 104 Web section 162
Team roles 105 Looking for a higher mark? 162
Gender roles 108 Casestudy 164
PART TWO
MANAGING ORGANIZATIONAL
PRACTICES
5 MANAGING HUMAN Strong cultures, homogeneity, and
DrcAfiorirc 1C7 disaster 226
RESOURCES l67 The culture of management 227
Culture in Disneyland 229
Diversity, Selection, Retention 167 Organization culture and George Orwell s
Nineteen Eighty-Four 230
Learning objectives 167 Making up culture 232
Introduction 168 Different perspectives on culture 234
HRorigins 170 The politics of managing culture 234
HRMgrowsup 170 The texts of culture 239
HRM in context 174 Measuring national cultures 240
HRM and strategy 174 Summary and review 242
HRM and environmental complexity 177 Exercises 242
Demographic changes: talking bout my Additional resources 243
generation 177 Web section 244
Changing face of knowledge 181 Looking for a higher mark? 244
Institutional shaping of HRM 183 Case study 246
Equity and diversity 184
Occupational safety and health 190
HRM in practice: the core functions 192
Recruiting people 192
Selecting people 194
Retaining and developing
people 197
The industrial relations climate 203 7 MANAGING POWER, POLITICS,
Unions 204
Employment relations 207 AND DECISION-MAKING IN
Summary and review 208 ORGANIZATIONS 251
Exercises 208
Additional resources 209 Resistance, Empowerment,
Web section 209 Ethics 251
Looking for a higher mark? 210
Casestudy 212 Learning objectives 251
Introduction 252
Sources of power 253
6 MANAGING CULTURES 215 Legitimacy 254
Uncertainty 255
Values, Practice, Everyday Strategie contingencies 257
Organizational Life 215 Resources 258
a Politics 259
Learning objectives 215 Organizations as political arenas 261
Introduction 216 Power and the politics of
The concepts of culture 216 resistance 262
High culture and the cultures of Resistance by distance 263
everyday life 216 Domination and authority 264
Levels of culture 221 Soft domination 265
Stories of strong cultures 222 Electronic and team surveillance 266
Peters and Waterman: McKinsey changing Empowerment 267
the world of organizations 224 Concertive control 268
Institutional entrepreneurs and 9 MANAGING KNOWLEDGE AND
hegemony 270 LEARNING 333
The extremes of power 271
Total institutions 271 Communities, Collaboration,
The ethics of organizational
obedience 274 Boundanes 333
Techniques of power 275 Learning objectives 333
How ordinary people can use authority Introduction 334
to do extraordinary things 276 Knowledge management 335
Positive power 278 Sources of knowledge 335
Power, politics, and decision-making 280 Types of knowledge 337
The ethics of decision-making Organizational learning 339
rationality 285 Learning as adaptation 342
Managing with positive power 287 Single- and double-loop learning 343
Summary and review 289 Learning through exploitation and
Exercises 289 exploration 345
Additional resources 289 Driving forces behind knowledge and
Web section 291 learning 347
Looking for a higher mark? 291 Learning in and through communities of
Casestudy 293 practice 348
Learning in and through collaborations 353
8 MANAGING Organizational learning as paradox? 354
The paradox of organizational learning 354
COMMUNICATIONS 295 A practical guide to organizational
Meaning, Sensemaking, Polyphony 295 T learnms 355.
Learning, unlearning, non-learning? 356
Learning objectives 295 The power of learning 358
Introduction 296 Summary and review 360
Theories of communication 298 Exercises 361
Levels of communication 301 Additional resources 361
Organizational communication and Web section 361
organizational design 311 Looking for a higher mark? 362
Audiences 312 Case study 363
Communication as marketing 316
Communication as branding 318
Communication at work 321 10 MANAGING INNOVATION AND
Creating the expressive organization 321 CHANGE 365
Managing with words? 322
Power and communication 324 Creativity, Chaos, Foolishness 365
Polyphonic communication 326 Learning objectives 365
Summary and review 327
Exercises 328
Additional resources 328
Introduction 366
Platform innovation 367
Central approaches and main theories 369
Web section 328 Planned change 371
Looking tor a higher mark? 329 Theories of processual change 372
Case study 330 Innovation and change at the edge of
chaos 373
The changing innovation agenda 375 When ethical rules are at odds with other
Managing change and innovation 376 types of rules 426
Managing the politics of change and When the rules are ambiguous in their
innovation 376 application 427
Innovating through significant When rules assign responsibilities 428
stakeholders 379 Ethics as practice 429
Mapping innovation 386 Doing ethics, being ethical 429
Creativity, foolishness, and management Ethics expressed in and through the
fashion 388 categories used in everyday language 430
The innovator s dilemma 388 Practices at work: designing ethical
Being monstrous! 393 behavioural change 431
Creative structures? 394 Corporate social responsibility and
Management fashion 395 sustainability 433
Summary and review 397 How responsible are managers? 433
Exercises 398 What is corporate greening? 435
Additional resources 398 What are the consequences of going
Web section 398 green? 435
Looking for a higher mark? 399 Summary and review 438
Case study 400 Exercises 438
Additional resources 438
11 MANAGING SUSTAINABLY: Websection 439
Looking for a higher mark? 439
ETHICS AND CORPORATE Casestudy 441
SOCIAL RESPONSIBILITY 403
MANAGING ORGANIZATIONAL
STRUCTURES AND
PROCESSES
Morals, Conduct, Responsibility 403 PART THREE
Learning objectives 403
Introduction 404
The challenge of managing ethics 404
Approaches to business ethics 407
Thinking about ethics 407
Normative and descriptive ethics 408
Ethics pays: good business equals 12 MANAGING ONE BEST
good ethics 410
Ethics as an individual responsibility 411 WAY? 444
Ethics and bureaucracy 411 Thinkers, Principles Models 445
Ethics as Catch-22 415
Corporate social responsibility 416 Learning objectives 445
Taking CSR seriously 418 Introduction 446
What role do NGOs play in spreading Origins 446
CSR? 421 Developing early modern management 448
Ethical rules for corporate social Limited liability legislation 449
responsibility 422 Management theory: founding fathers and
When rules work to effect mother 450
compliance 423 Designing architecture for management:
When rules work as ceremonial Jeremy Bentham 451
facades 425 Engineering design of jobs: F. W Taylor 453
Engineering design of authority: Are managers dedicated followers of
HenriFayol 457 fashion? 504
Bureaucracy: Max Weber 458 Why French bread is better - organizationally,
Human relations: Elton Mayo 464 in terms of taste, freshness, quality 506
Management, leadership, and the Organizations exploiting and exploring 509
functions of the executive: Chester Summary and review 512
Barnard 466 Exercises 513
Management and social justice: Mary Parker Additional resources 513
Follett 467 Web section 513
Exporting modern management ideas 469 Looking for a higher mark? 514
Contemporary management models 470 Casestudy 515
McDonaldization 472
Resisting management: labour process 14 MA|MAGING ORGANIZATIONAL
theory 473
De-skilling 475 DESIGN 519
Summary and review 478 ^
Exercises 478 Design, Environment, Fit 519
Additional resources 479 Learning objectives 519
Web section 479 Introduction 520
Looking for a higher mark? 480 Contingency theory 520
Case study 481 Structural contingency theory 523
Note 483 Organizational design 525
Technology and organizational
13 MANAGING BEVOND Strategic chois and organizational
BUREAUCRACY 485 design 533
Structural adjustment to regain fit,
Dysfunctions, Institutions, or SARFTT 534
Isomorphism 485 New organizational forms 538
Learning objectives 485 The limits of the bureaucratict ^odel 538
Introduction 486 Defining a new organizational form 540
Rethinking bureaucracies 486
Who benefits? 486 Matrix organizations 544
Thecentralityofcompliance 487 Shamrock organizations 545
Call centres 545
Networks 548
Rule tropism 488
Changing interpretations of bureaucratie
rules 490 New organizational forms after
Authority and delegation 492 bureaucracy 551
Discretionary delegation rather than rule Rationalized myths and organizational
following 492 change 554
Questioning bureaucracy 493 Design thinking 559
New public management 495 Summary and review 563
Institutional theory 496
Institutions and entrepreneurs 501
Institutions and professions 503
Standards and institutionalization 504 Looking for a higher mark? 565
Case study 567
Exercises 564
Additional resources 564
Web section 565
15 MANAGING who and what are the giobalizers? 590
Large IT firms 590
GLOBALIZATION 569 Management gurus 591
Managementconsultancy 591
Flows, Finance, People 569
Management education 593
Learning objectives 569 Systematic management standards 598
Introduction 570 Global managers and global jobs 599
Chinese whispers 572 Knowledge work 599
Defining globalization 575 Better than sex: how a whole generation got
Why globalization? Scale, scope, and access to hooked on work 601
key resources 576 Global work 603
Characteristics of globalization 578 Knowledge work and dirty work 604
Global flows of finance, knowledge, people, Global rights 605
and politics 581 Global sustainability 606
Globalization is a multiplicity of processes, Global winners and losers 607
not a state of existence 581 Resisting globalization 608
Global financial systems 582 The dark side of globalization 610
Global strategie alliances 583 Summary and review 612
Mergers and acquisitions 584 Exercises 613
Different institutional systems 585 Additional resources 613
National governments and transnational Web section 614
companies have different Looking for a higher mark? 615
interests 585 Case study 617
Competitive advantage 587
Innovation drives competitive Bibliography 619
advantage 587 Glossary 659
Local clusters in a globalizing world 589 Index 671
|
| any_adam_object | 1 |
| author | Clegg, Stewart 1947- Kornberger, Martin 1974- Pitsis, Tyrone S. 1968- |
| author_GND | (DE-588)120461862 (DE-588)14047594X (DE-588)1093886307 |
| author_facet | Clegg, Stewart 1947- Kornberger, Martin 1974- Pitsis, Tyrone S. 1968- |
| author_role | aut aut aut |
| author_sort | Clegg, Stewart 1947- |
| author_variant | s c sc m k mk t s p ts tsp |
| building | Verbundindex |
| bvnumber | BV039804066 |
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| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV039804066 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T16:02:57Z |
| institution | BVB |
| isbn | 9780857020413 9780857020406 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-024664475 |
| oclc_num | 775088196 |
| open_access_boolean | |
| owner | DE-1050 DE-1043 DE-11 DE-521 DE-473 DE-BY-UBG |
| owner_facet | DE-1050 DE-1043 DE-11 DE-521 DE-473 DE-BY-UBG |
| physical | XXIX, 682 S. Ill. |
| publishDate | 2011 |
| publishDateSearch | 2011 |
| publishDateSort | 2011 |
| publisher | Sage Publ. |
| record_format | marc |
| spellingShingle | Clegg, Stewart 1947- Kornberger, Martin 1974- Pitsis, Tyrone S. 1968- Managing & organizations an introduction to theory & practice Management Industrial organization Organizational behavior Unternehmen (DE-588)4061963-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd Organisation (DE-588)4043774-7 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führungspsychologie (DE-588)4155575-2 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4043786-3 (DE-588)4037278-9 (DE-588)4043774-7 (DE-588)4075693-2 (DE-588)4285859-8 (DE-588)4155575-2 (DE-588)4123623-3 |
| title | Managing & organizations an introduction to theory & practice |
| title_alt | Managing and organizations |
| title_auth | Managing & organizations an introduction to theory & practice |
| title_exact_search | Managing & organizations an introduction to theory & practice |
| title_full | Managing & organizations an introduction to theory & practice Stewart Clegg ; Martin Kornberger ; Tyrone Pitsis |
| title_fullStr | Managing & organizations an introduction to theory & practice Stewart Clegg ; Martin Kornberger ; Tyrone Pitsis |
| title_full_unstemmed | Managing & organizations an introduction to theory & practice Stewart Clegg ; Martin Kornberger ; Tyrone Pitsis |
| title_short | Managing & organizations |
| title_sort | managing organizations an introduction to theory practice |
| title_sub | an introduction to theory & practice |
| topic | Management Industrial organization Organizational behavior Unternehmen (DE-588)4061963-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd Organisation (DE-588)4043774-7 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Führungspsychologie (DE-588)4155575-2 gnd |
| topic_facet | Management Industrial organization Organizational behavior Unternehmen Organisationspsychologie Organisation Organisationswandel Organisationsverhalten Führungspsychologie Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024664475&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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