Organization theory : (Record no. 7176)
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| 000 -LEADER | |
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| fixed length control field | 12481cam a2200325 a 4500 |
| 001 - CONTROL NUMBER | |
| control field | 14440007 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20180703115412.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 060706s2007 enka b 001 0 eng |
| 010 ## - LIBRARY OF CONGRESS CONTROL NUMBER | |
| LC control number | 2006022347 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 0273687743 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9780273687740 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (OCoLC)ocm70284388 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | DLC |
| Transcribing agency | DLC |
| Modifying agency | BTCTA |
| -- | BWKUK |
| -- | YDXCP |
| -- | BAKER |
| -- | NLGGC |
| -- | DLC |
| 050 00 - LIBRARY OF CONGRESS CALL NUMBER | |
| Classification number | HM786 |
| Item number | .M33 2008 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 302.35 |
| Edition number | 22 |
| Item number | M.J.O 2008 |
| 084 ## - OTHER CLASSIFICATION NUMBER | |
| Classification number | 85.00 |
| Source of number | bcl |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | McAuley, John, |
| Titles and other words associated with a name | FIPD. |
| 245 10 - TITLE STATEMENT | |
| Title | Organization theory : |
| Remainder of title | challenges and perspectives / |
| Statement of responsibility, etc | John McAuley, Joanne Duberley, Phil Johnson. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 1st ed |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Harlow, England ; |
| -- | New York : |
| Name of publisher, distributor, etc | Prentice Hall/Financial Times, |
| Date of publication, distribution, etc | 2008. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | xxii, 473 p. : |
| Other physical details | ill. ; |
| Dimensions | 25 cm. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE | |
| Bibliography, etc | Includes bibliographical references and index. |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Table of Contents<br/><hr>1. Introducing organisation theory: What is it, and why does it matter?<br/>Introduction<br/>What is organisation theory?<br/>Defining theory<br/>What are organisations?<br/>The relationship between organisation theory and human activities<br/>The relationship between organisation theory and management practice<br/>Social engineering and organisation theory<br/>Critical alternatives to managerialism in organisation theory<br/>Philosophical disputes and debates: Explaining and understanding the diverse <br/>nature of organisation theory<br/>Mapping some aspects of organisation theory?s diversity<br/>Positivist protagonists: The truth is out there, and we can objectively know it<br/>Philosophical disputes around the role of the subjective in science<br/>Epistemological and ontolological disputes: How can we ever know the ?truth,? <br/>and is there an ?out there??<br/>A few words of warning about the term postmodernism<br/>Overview of the structure and rationale of the book<br/>Chapter summaries<br/>2. Modernist organisation theory: Back to the future?<br/>Matter?<br/>Chapter 3: Neomodernist organisation theory: Putting people first?<br/>Chapter 4. Neomodernist organisation theory: Surfing the new wave?<br/>Chapter 5. Postmodernist organisation theory: New organisational forms for a <br/>new millennium?<br/>Chapter 6. Postmodernism as a philosophy: The ultimate challenge to <br/>organisation theory?<br/>Chapter 7. Reflective organisation theory: Symbols, meanings and <br/>interpretations<br/>Chapter 8. Reflexive organisation theory: Critical theory and psychoanalysis<br/>Chapter 9. The evolution of management as reflected through the lens of <br/>modernist organisation theory<br/>Chapter 10. Perspectives and challenges<br/><hr>2. Modernist organisation theory: Back to the future?<br/>Introduction<br/>Modernist organisation theory in context<br/>What is modernism?<br/>Modernism and architecture<br/>What is modernist organisation theory?<br/>The historical roots of modernist organisation theory<br/>Classical theory of organisation<br/>Modernist organisation theory: An overview<br/>The modernist ontology: The ordered world of the modernist organisation<br/>The epistemological level: The scientific approach to organisation<br/>The technologies: How modernists get things done<br/>How modernist organisation theory continues to influence the <br/>understanding and exploration of organisations: The organisation as system<br/>General systems theory<br/>Systems theory builds hierarchies of knowledge that relate to different <br/>levels of sophistication in understanding organisations<br/>The basic systems of the organisation: What every organisation must <br/>have to survive<br/>The organisation as simple machine<br/>Level 3: ?Get the structure and systems right so that all is in balance.?<br/>Level 4: ?The machine is alive!?well, almost?<br/>How modernist organisation theory underpins conventional understandings of <br/>the relationship between organisations and society<br/>Is bureaucracy immoral?<br/>Form fits function: How modernist organisational theory challenges the <br/>relationship between individuals, groups and the organisation through bureaucracy <br/>and hierarchy<br/>Modernist themes in organisational design<br/>What is modernism?<br/>Modernist bureaucracy as a key challenge to organisation design<br/>Contingency theory and organisation design<br/>Organisation culture as a key theme in organisation theory<br/>The modernist tradition in organisation culture<br/>Conclusions?Does modernist organisation theory still provide <br/>challenges for new visions of the organisation?<br/><hr>3. Neomodernist organisation theory: Putting people first?<br/>Introduction<br/>neomodernist organisation theory focuses attention on the human issues in <br/>organisation<br/>?There is nothing so practical as a good theory?<br/>How Roethlisberger developed a ?practical? organisation theory<br/>Column 1: The core contributing social sciences<br/>Column 2: The techniques for analysis<br/>Column 3: The neomodernist perspective<br/>Column 4: Contributions to business and management<br/>Four combinations of science, scientific technique and the neomodernist <br/>approach reach different parts of the organisation<br/>Level 1: Designing and developing the organisation<br/>Level 2: Managing the human resource<br/>Level 3: ?We are a people-centred organisation?<br/>Level 4: The world of the management guru<br/>The human relations school as an example of neomodernist organisation theory<br/>How ?human relations? begins<br/>What is the human relations school?<br/>The human relations school develops<br/>The Hawthorne studies as a classic example of applied organisational research <br/>within the human relations tradition<br/>The relay test Room<br/>The bank wiring observation room<br/>Research and the development of neomodernist organisation theory<br/>Why the Hawthorne studies were so important<br/>How neomodernist organisation theory challenges understandings of the <br/>relationship between organisations and society<br/>A puzzle?Is it is better to ?belong? or to be an ?individual??<br/>Longing to belong: Too much commitment<br/>A reminder?The human relations approach is not the only neomodernist story in town<br/>How neomodernist organisation theory challenges understandings of <br/>organisation culture<br/>Creating a culture that gives meaning to work<br/>Developing understanding of culture<br/>Developing a ?practical theory? of organisational culture<br/>The vehicles of culture<br/>The processes of the communication of culture<br/>The ?heart of culture.?<br/>A tale of two cultures<br/>How neomodernist organisation theory develop challenges in the design of <br/>organisations<br/>The processual perspective<br/>Design and development<br/>Conclusions: Does neomodernist organisation theory exercise challenges for <br/>new visions of the organisation?<br/><hr>4. Neomodernist organisation theory: Surfing the new wave?<br/>Introduction<br/>The origins of new-wave management<br/>Control in organisations<br/>Unpredictable behaviour<br/>Informal control: Organisational misbehaviour?<br/>Complexity and the problem of implementation<br/>Three types of formal control<br/>Bureaucratic control<br/>Output control<br/>Cultural control<br/>The new wave in action: Managing cultural change<br/>A theoretical explanation of a possible shift in control: A new historical <br/>configuration?<br/>An alternative theoretical explanation: Movements in managerial discourse?<br/>The theoretical origins of new wave theory<br/>Conclusions<br/><hr>5. Postmodernist organisation theory: New organisational forms for a <br/>new millennium?<br/>Introduction<br/>What is postmodernism?<br/>Is postmodernism anything new?<br/>The history<br/>Post-industrialism and the information society<br/>The virtual organisation<br/>Neo-Fordism, flexible specialisation and post-Fordism<br/>The regulation school<br/>Institutionalist school<br/>The ?managerialist? school<br/>The flexible firm?Critique<br/>Postmodern organisations?The work of Stewart Clegg and Paul Heydebrand<br/>Conclusions<br/><hr>6. Postmodernism as a philosophy: The ultimate challenge to <br/>organisation theory?<br/>Introduction<br/>What is postmodernism?<br/>Postmodernism: The core elements<br/>Postmodernism and organisation theory<br/>Poststructuralism and postmodernism<br/>The three key thinkers of postmodernism<br/>Jacques Derrida: The linguistic turn and deconstruction<br/>J.F. Lyotard and the nature of knowledge<br/>Foucault: Postmodernism, discourse, knowledge and power<br/>Organisational culture<br/>The challenges of postmodernism to organisation theory<br/>Problematising normal science<br/>Problematising truth<br/>Problematising representation<br/>Problematising writing<br/>Problematising generalisability<br/>Postmodernism and the spectre of relativism<br/>Conclusions<br/><hr>7. Reflective organisation theory: Symbols, meanings and <br/>interpretations<br/>Introduction<br/>What it means to be reflective<br/>Working and acting together: Symbolic interactionism<br/>?The Chicago school<br/>The processes of making and sharing meaning<br/>The basic assumptions of symbolic interactionism<br/>Strengths and weaknesses of the symbolic interactionist understanding of <br/>organisation<br/>Ethnomethodology: Understanding organisational ?common sense?<br/>Organisational symbolism<br/>Negotiating the way between the self and the organisation?s rules<br/>Developing the organisational identity<br/>Negotiation of meaning influences organisational design<br/>Ideology, rhetoric and negotiation<br/>Arenas and games<br/>Conclusions<br/><hr>8. Reflexive organisation theory: Critical theory and psychoanalysis<br/>Introduction<br/>The development of critical theory as a challenging perspective in organisation <br/>theory<br/>Critical Theory as seen by the Frankfurt school<br/>Some key influences in the development of critical theory<br/>Critical management studies: Critical theory enters organisation and <br/>management theory<br/>Critical theory develops new understanding of ?the scientific approach?<br/>?The sciences of the spirit?<br/>The models of ?natural science? and the ?sciences of the spirit? come together<br/>Critical theory has practical organisational implications<br/>The development of psychoanalysis as a challenging perspective in organisation <br/>theory<br/>Psychoanalysis gives insight into organisations as a ?practical theory?<br/>The challenge of psychoanalysis to organisations<br/>The key challenges of psychoanalysis<br/>Psychoanalysis and critical theory in action<br/>The challenges of critical theory and psychoanalysis for understanding the <br/>individual, the group and the organisation<br/>A critique of critical theory<br/>Critical theory and psychoanalysis develops challenging perspectives on <br/>organisation culture<br/>A psychoanalytic view of organisation culture<br/>The ?unhealthy? organisation culture?When there is conflict<br/>The unhealthy organisation culture?When there is insufficient conflict<br/>Understanding the purpose of the organisation and embedding it in the culture<br/>Critical theory and psychoanalysis present challenging perspectives for <br/>organisational design<br/>Social democracy and the democratic organisation<br/>The example of Scandinavia<br/>Democracy, rationality and power<br/>A psychodynamic perspective on design?Create the boundaries<br/>Critical theory and psychoanalysis challenge understandings of leadership and <br/>management<br/>Conclusions<br/><hr>9. The evolution of management as reflected through the lens of <br/>modernist organisation theory<br/>Introduction<br/>Conceptualising management<br/>The historical origins and development of management<br/>Technological change and the factory system<br/>The impact of scientific management<br/>The managerial revolution and the origins of managerialism<br/>Redefining managerialism<br/>Leadership and managerialism<br/>Diffusion between institutions: The case of the UK public sector<br/>New public management<br/>Diffusion within organisations: The infiltration of the rank and file<br/>Organisational democracy and a case against managerialism<br/>The economic efficiency case for organisational democracy: A challenge to <br/>managerialism?<br/>Destabilised capitalism<br/>Employee alienation as the key problem<br/>Conclusions<br/><hr>10. Perspectives and challenges<br/>Introduction<br/>Comparing the different perspectives<br/>A modernist perspective<br/>A neomodernist perspective<br/>A new-wave perspective<br/>A postmodern perspective<br/>A reflective perspective<br/>A critical theory and psychoanalytic perspective<br/>A managerialist perspective<br/>The paradigm debate<br/>The practical utility of organisation theory<br/>Current trends<br/>Globalisation<br/>Institutional and neoinstitutional theory<br/>Discourse<br/>The aesthetics of organising<br/>One final look at organisational culture<br/>Conclusions |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Organizational sociology. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Duberley, Joanne. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Johnson, Phil, |
| Dates associated with a name | 1955- |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) | |
| a | 7 |
| b | cbc |
| c | orignew |
| d | 1 |
| e | ecip |
| f | 20 |
| g | y-gencatlg |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Item type | Books |
| Withdrawn status | Lost status | Damaged status | Not for loan | Home library | Current library | Shelving location | Date acquired | Total Checkouts | Full call number | Barcode | Date last seen | Price effective from | Koha item type |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Centeral Library | Centeral Library | First Floor - Mass communication | 16.11.2016 | 302.35 M.J.O 2008 | 22991 | 16.11.2016 | 16.11.2016 | Books |