Organising and managing work: organisational, managerial and strategic behaviour in theory and practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times Prentice Hall
2002
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 535 S. Ill., graph. Darst. |
| ISBN: | 0273630059 |
Internformat
MARC
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| 245 | 1 | 0 | |a Organising and managing work |b organisational, managerial and strategic behaviour in theory and practice |c Tony J. Watson |
| 264 | 1 | |a Harlow [u.a.] |b Financial Times Prentice Hall |c 2002 | |
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Datensatz im Suchindex
| _version_ | 1804144915407437824 |
|---|---|
| adam_text | Brief Contents
Chapter 1 Organising and managing work: study and practice 1
Chapter 2 Organisations and management: the systems-control orthodoxy 33
Chapter 3 Organising and managing: a process-relational perspective 57
Chapter 4 People, identity and culture 93
Chapter 5 Experience and work: orientation, emotion and managing
to manage 125
Chapter 6 Organising and strategy-making 169
Chapter 7 Structure, culture and the struggle for management control 221
Chapter 8 Choice and constraint in the shaping of structure and culture 251
Chapter 9 Shaping tasks and winning cooperation 275
Chapter 10 Power, decision-making and organisational mischief 321
Chapter 11 Organising, managing and human resourcing 367
Chapter 12 Managing in a changing world: capability, learning, trust
and morality 415
Contents
List of Cases and Conversations xiii
List of Activities xv
List of Figures xvii
List of Tables xviii
Introduction xix
Acknowledgements xxiv
Endorsements for Organising and Managing Work xxv
Chapter 1 Organising and managing work: study and practice 1
¦ Objectives 1
¦ Managing work 2
¦ Building on the Organisational Behaviour tradition 11
¦ Work Organisation and Management Studies 16
¦ Common sense and social science 20
¦ The critical study of organising and managing 21
¦ Knowledge and the informing of practice 26
¦ Summary 31
¦ Reading 32
Chapter 2 Organisations and management: the systems-control
orthodoxy 33
¦ Objectives 33
¦ Talking and thinking about organising and managing: assumptions
and perspectives 34
¦ Modernism, management and the search for control 36
¦ Modernism and the management of systems 38
¦ Organisations and management: the systems-control orthodoxy 43
¦ Systems-control thinking and the problem of organisational goals 45
Contents
¦ From mainstream modernism to pragmatic modernism 50
¦ Managerialism and managism: twin pathologies of mainstream
modernism and systems-control thinking 52
¦ Summary 54
¦ Reading 56
Chapter 3 Organising and managing: a process-relational
perspective 57
¦ Objectives 57
¦ Going beyond the orthodoxy 58
¦ Organisations and organising: a process-relational perspective 58
¦ In what sense do organisations actually exist? 61
¦ Management and managing: a process-relational perspective 64
¦ Three dimensions of management: management, managing
and managers 65
¦ Task and social-status aspects of management 70
¦ Official blueprints and negotiated orders 74
¦ Coming to terms with uncertainty and ambiguity 81
¦ Making sense of what managers do 84
¦ Summary 91
¦ Reading 92
Chapter 4 People, identity and culture 93
¦ Objectives 93
¦ Individuals and organisations: beyond either or thinking 94
¦ The systems-control view of people - dualisms in action 97
¦ Linearity and dualism in analysing human behaviour 98
¦ Language and action 102
¦ A process-relational view of people, work and organisations 105
¦ Individuals, societies and the role of culture in the managing of
human existence 110
¦ Narratives and stories in culture and identity-management 115
¦ Discourse, language and human practices 118
¦ Summary 123
¦ Reading 124
Chapter 5 Experience and work: orientation, emotion and
managing to manage 125
¦ Objectives 125
¦ Strategic exchange, work orientations and implicit contracts 126
Contents
¦ Feelings, emotions and the experience of stress 138
¦ Emotional labour 145
¦ Stress, strain and distress 148
¦ Managing and not managing 154
¦ Manager talk and controlling the uncontrollable 160
¦ The challenge of managerial work 166
¦ Summary 167
¦ Reading 168
Chapter 6 Organising and strategy-making 169
¦ Objectives 169
¦ Strategy-making and managing in an uncertain world 170
¦ Strategy-making and the work of all managers 173
¦ The systems-control view of strategy-making 177
¦ The process-relational view of strategy-making 185
¦ Directed evolution: a general trend in strategic thinking and practice? 189
¦ Strategy-making, organisational effectiveness and survival into
the long term 198
¦ Strategic exchange and the managing of resource dependencies 202
¦ The influence of strategy-makers themselves on strategy
(and vice versa) 213
¦ Summary 218
¦ Reading 220
Chapter 7 Structure, culture and the struggle for management
control 221
¦ Objectives 221
¦ Structure, culture and the struggle for control 221
¦ Organisational and societal structures and cultures 225
¦ Official and unofficial aspects of structure and culture 228
¦ The closeness and overlap of structure and culture 230
¦ The logic of managerial attempts to shape organisational structures
and cultures 234
¦ The ubiquity and inevitability of bureaucracy 239
¦ The failings and contradictions of bureaucracy 242
¦ Summary 249
¦ Reading 250
Chapter 8 Choice and constraint in the shaping of structure
and culture 251
¦ Objectives 251
Contents
¦ Direct and indirect options in the pursuit of managerial control 251
¦ Enactment, contingency and argument in structural and cultural shaping 255
¦ Cultural analysis and manipulation 266
¦ Summary 274
¦ Reading 274
Chapter 9 Shaping tasks and winning cooperation 275
¦ Objectives 275
¦ Beyond motivation, leadership and job design 276
¦ From worker motivation to work orientations and strategic exchange 279
¦ From motivating people to the manipulation of implicit contracts 281
¦ Breaking the bounds of motivation and leadership theories 291
¦ Equity, balance and expectancies in work orientations 298
¦ Direct and indirect control principles of work design 302
¦ Modernity, industrialism and the hesitant embracing of direct control
work design 305
¦ Dilemmas and choices in shaping work tasks and gaining co-operation 311
¦ Summary 319
¦ Reading 320
Chapter 10 Power, decision-making and organisational mischief 321
¦ Objectives 321
¦ Power and exchange at interpersonal, organisational and societal levels 322
¦ The inevitability of organisational politics or micropolitics 325
¦ Organised anarchy and decision-making in the garbage can 338
¦ Workplace mischief and the organisational underlife 346
¦ Sexuality, humour and the struggle for control 358
¦ Summary 365
¦ Reading 366
Chapter 11 Organising, managing and human resourcing 367
¦ Objectives 367
¦ Human resourcing and the employment relationship 368
¦ HRM : an ambiguous and confusing term? 369
¦ Human resource management: a process-relational view 375
¦ The essentially strategic nature of human resourcing 378
¦ The centrality of human resourcing issues to processes of
organisational strategy-making 378
¦ Human resourcing and the handling of tensions and contradictions
Contents
underlying the employment relationship 382
¦ The necessarily corporate and long-term focus of HRM 384
¦ HR specialists and other managers: tensions and ambiguities 388
¦ Choices and constraints in human resource strategy-making 390
¦ Flexibility and dual human resourcing strategies 396
¦ HR strategy-making in practice 398
¦ Selection, choice and discrimination in human resourcing 404
¦ Summary 412
¦ Reading 414
Chapter 12 Managing in a changing world: capability, learning,
trust and morality 415
¦ Objectives 415
¦ Continuity, change and managerial choice in the managing of work 416
¦ Global trends, technological possibilities and organisational options 419
¦ Globalisation? 425
¦ Virtual organisations? 426
¦ Portfolio careers? 427
¦ Achieving organisational effectiveness 429
¦ The pursuit of flexibility 429
¦ Reciprocity and high trust relations 430
¦ Stakeholding or trading? 435
¦ Achieving manager effectiveness 437
¦ Managing right and wrong 447
¦ Ethical ambiguity and the inevitability of moral dilemmas 455
¦ Morality and managerial practices 458
¦ Summary 463
¦ Reading 464
Concept guide 465
Reading guides 477
Reading Guide 1 The nature and study of organisations 477
Reading Guide 2 The nature and study of management 480
Reading Guide 3 Human identity, culture and language 482
Reading Guide 4 Narrative, ethnography and pragmatism 483
Reading Guide 5 Managerial behaviour and practices 485
Reading Guide 6 Ambiguity, uncertainty and managerial decision-making 487
Reading Guide 7 Power and politics in organising and managing 488
Reading Guide 8 Emotion and stress in work and organisations 489
Contents
Reading Guide 9 Manager insecurity and changing careers 490
Reading Guide 10 Manager competence and leadership 491
Reading Guide 11 Management learning and development 492
Reading Guide 12 Fads, fashions and gurus in management thinking 494
Reading Guide 13 Critical management and organisation studies 494
Reading Guide 14 Strategy and strategy-making 495
Reading Guide 15 Learning organisations and knowledge management 497
Reading Guide 16 Bureaucracy, organisational structures and re-engineering 498
Reading Guide 17 Work design, empowerment and teams 500
Reading Guide 18 Changing organisational, technological, global and postmodern patterns 502
Reading Guide 19 Cultural aspects of organisations 504
Reading Guide 20 Cross-cultural and comparative patterns 506
Reading Guide 21 Human resource management and employment relations 507
Reading Guide 22 Work orientations, careers, contracts and motivations 512
Reading Guide 23 Gender in organisations and management 514
Reading Guide 24 Mischief, humour and joking in organisations 516
Reading Guide 25 Ethics, trust and morality in organising and managing 518
Reading guide index 521
Index 529
List of Cases and
Conversations
1.1 Managing people and herding cats 3
1.2 The madness of Hands-off Harry 7
1.3 Managing Ward 17 9
1.4 Rose takes over The Canalazzo 18
1.5 Rose and The Canalazzo under threat 25
2.1 Billy Daviot s bread, pies and lemonade 41
3.1 Don Belivat addresses the management of Tradespark Gears 66
3.2 One step forward and one step back at Meikle Printers 71
3.3 The board within the board at Eagle Buses 78
3.4 Peter Brodie reviews his day 88
4.1 Grant Park gets thirsty, or does he? 99
4.2 Colin s ups and downs 108
4.3 Jane Cawdor, heroine and engineer 117
4.4 Mike Kilrock promotes himself 120
5.1 Ravi Barr gets oriented 132
5.2 Sacha and the seven dwarves 135
5.3 Ken Steary laughs, cries and falls over 140
5.4 Cindy sets the limits 146
5.5 A tale of two deputies 150
5.6 Kurt crawls back from the edge 161
6.1 Mats and the reluctant strategist 174
6.2 Tigermill goes strategic 180
6.3 Ali and Dina come into their own 192
6.4 Crunch time at Strath Guitars 208
7.1 Jan and Mohammed come to Mountains 226
7.2 Walt and Roger go into the country 232
7.3 Charles Cawdor at war and peace 235
7.4 Ronnie falls into the Seaforth Arms 246
8.1 Getting on track at Motoline 260
List of Cases and Conversations
9.1 Dal Cross and the recalcitrant yardies 283
9.2 Dal and the yardies triumph of change management 287
9.3 Cam Toon confronts the magic triangle 294
9.4 Re-engineering the Doocot 315
10.1 The rise and rise of Derek Duffus 331
10.2 God, Todd, Plod, Wad, Bods and Oddjob in the garbage can 342
10.3 Hazel and Jenny probe the underworld 353
10.4 Messages from the underworld 360
11.1 Sue Ridgebridge gets cross about HRM 371
11.2 Malcolm Lossie plays it canny 379
11.3 Jack fights his corner 385
11.4 Viewfields, how can I help you? 399
11.5 Francesca dismantles the sausage machine 406
12.1 Carlo contemplates the future 420
12.2 Faith, trust and the future of Firthside 432
12.3 My company right or wrong? 449
List of Activities
1.1 Mark Merryton s notion of management 2
1.2 The doubtful realism and moral unacceptability of people management 5
1.3 Harry Carse s notion of management 7
1.4 Sadie Rait s notion of management 9
1.5 Management and the curriculum 12
1.6 Applying the social sciences to the Rose Markey story 18
1.7 Applying critical analysis to the Rose Markey story 24
1.8 Pragmatist criteria of truth and three ways of framing management 29
2.1 The value and weakness of the living system metaphor 39
2.2 Analysing organisations as open systems 41
2.3 Playing The Inquisitive Martian game 47
3.1 Don Belivat s three uses of the word management 65
3.2 Three dimensions of management in Meikle Printers 70
3.3 Making changes at Meikle Printers 73
3.4 The negotiated order in Eagle Buses 78
3.5 Analysing Peter Brodie s day 88
4.1 Grant Park s coffee, needs and motivation 99
4.2 Grant Park and the influence of imaginary others 103
4.3 Colin Darnaway s identity and fragility 108
4.4 Instincts and culture 112
4.5 Careers and the stories we are told 116
4.6 Using discursive resources to get a job 120
5.1 Ravi Barr s orientations to work 131
5.2 Analysing one s career and work orientations 135
5.3 Patterns of variety and change of work orientation in one department 137
5.4 Emotional troubles at the hotel 140
5.5 Sex work, acting and emotional labour 146
5.6 Personal resources and coping with stress 150
5.7 What popular books, articles and advertisements say about management 155
5.8 Managerial talk and managing to manage 161
5.9 The managerial styles of Kurt Delnies and Peter Brodie 166
6.1 Strategy-making and the work of all managers 174
f
List of Activities
6.2 Takeover and strategic change at Tigermill 180
6.3 Starting again at Tigermill 186
6.4 Brodie, Clunas and logical incrementalism 190
6.5 Directed evolution at Tigermill 191
6.6 Criteria of organisational effectiveness 198
6.7 Identifying an organisation s key constituencies 205
6.8 Strategic patterns in Strath Guitars 208
6.9 The personal orientations and practices of strategy-makers 216
7.1 Culture inside and outside the organisation 226
7.2 The relationship between official and unofficial organisational practices 230
7.3 Relating structural and cultural aspects of organisations 231
7.4 The limited possibilities of managerial control 235
7.5 Means blocking ends - in the Seaforth pub and in one s own experience 245
8.1 Analysing Mick and Joy s change management at Motoline 260
8.2 Cultural analysis in Motoline 272
9.1 Work orientations revisited 279
9.2 Implicit contracts and the yard gang 283
9.3 Job redesign, teamwork and a change in implicit contract 287
9.4 Making sense of the Maslow needs hierarchy 294
9.5 Equity, fairness and motivation 299
9.6 Walt, Roger and socio-technical thinking in practice 310
9.7 Choice, contingency and job design 312
9.8 Contingencies, contradictions and BPR at Dovecote Components 315
10.1 Three dimensions of power in Dovecote Components 324
10.2 The micropolitical moves of Derek Duffus 331
10.3 Micropolitics observed 338
10.4 Analysing the Leisure Centre garbage can 341
10.5 Making sense of organisational mischief with Hazel and Jenny 353
10.6 Sex, work and anxiety 358
10.7 Reading messages from the underworld 360
11.1 The problematic concept of HRM 371
11.2 Relating HR and corporate strategies 379
11.3 The necessity or otherwise of a corporate HR department 385
11.4 High commitment HRM and trade unions in Motoline 396
11.5 Changing the HR strategy at the call centre 399
11.6 Two ways of thinking about people and doing HRM 406
12.1 Making sense of the future with Carlo Relugas 420
12.2 High commitment employment policies, the pub and the call centre 428
12.3 Effectiveness and stakeholder thinking at Firthside 432
12.4 The strengths and weaknesses of stakeholder thinking 436
12.5 Managers, management and managing revisited 438
12.6 Good and bad managers observed 440
12.7 The competencies of successful general managers 444
12.8 Moral thinking and managerial practice 449
12.9 Ethical responses to race and gender discrimination 454
12.10 The managerial skills of women and men 454
List of Figures
1.1 Three ways of talking about organising and managing 11
1.2 Work Organisation and Management Studies (WOMS) and other subjects 14
1.3 A critical Work Organisation and Management Studies 23
2.1 Systems-control and process-relational frames of reference and a strategic
exchange focus 35
2.2 A living open system 39
2.3 The organisation as a big open-system machine 41
2.4 The Inquisitive Martian 46
4.1 Descartes and the thinking self as the ghost in the machine 96
4.2 The human individual as a system 97
4.3 Linear and processual relationships between cognition and action 101
4.4 Organisations and managers in their societal and human-existential context 114
5.1 The strategic exchange and implicit contract between the individual and
the organisation 127
5.2 The individual s perceived implicit contract at the centre of their work
orientation 130
6.1 Two uses of the term emergent strategy 188
6.2 Organisational strategic exchange constituencies - one possible pattern 204
6.3 Strath Guitars pattern of strategic exchange constituencies 210
6.4 The strategic exchange between managers/strategy-makers and
the organisation 215
7.1 Linear and processual relationships between strategy, structure and culture 223
7.2 The logic of managerial attempts to shape organisational structure
and culture 234
8.1 Direct and indirect approaches to the pursuit of managerial control 253
8.2 Contingency thinking and the black box 257
8.3 Choice and contingency in organisational shaping 258
8.4 Three levels of visibility of cultural elements 268
9.1 Direct and indirect control principles of work design 304
10.1 Organisation hierarchies are both control structures and - narrowing -
career ladders 328
10.2 The variety of factors at play in the decision-making garbage can 340
10.3 Glimpsing into the abyss 364
11.1 Systems-control and process-relational views of the relationship between
corporate and HR strategy-making 381
11.2 Contingency and choice in human resourcing strategy 392
List of Tables
1.1 Focal and supporting social science disciplines for Work Organisation
and Management Studies 17
1.2 Two types of common sense in practice 21
1.3 Three ways of deciding the truth of knowledge 27
2.1 Systems-control views of organisations and management 44
2.2 Ten textbook definitions of organisations 45
2.3 A dozen management students answers to the question, What is this
management that you do? 47
2.4 Mainstream and pragmatic modernism 51
3.1 Three dimensions of management 67
4.1 Systems-control and process-relational views of the human individual 105
5.1 Books to help you manage: excerpts from a book club brochure 156
5.2 Organisational expressions heard being used by managers 164
7.1 Organisational structure and culture 223
7.2 The organisational paradox of consequences and its relationship to a
fundamental organisational contradiction 245
8.1 Elements of organisational culture to be considered in cultural analysis 270
9.1 Two ways in which we talk about motivation in the work context 279
9.2 An input-reward representation of how employees perceive their implicit
contract with the employing organisation 282
11.1 A summary of how much academic writing on HRM tends to contrast an
aspired to HRM with the personnel management which it rejects 370
11.2 Three dimensions of human resource management 377
11.3 General organisational and managerial options and aspirations related
to the basic high commitment/low commitment HRM choice 394
12.1 Broad characteristics of more able and less able managers 441
|
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| spelling | Watson, Tony J. Verfasser aut Organising and managing work organisational, managerial and strategic behaviour in theory and practice Tony J. Watson Harlow [u.a.] Financial Times Prentice Hall 2002 XXV, 535 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Führung (DE-588)4018776-7 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s Führung (DE-588)4018776-7 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021972873&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Watson, Tony J. Organising and managing work organisational, managerial and strategic behaviour in theory and practice Führung (DE-588)4018776-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
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| title | Organising and managing work organisational, managerial and strategic behaviour in theory and practice |
| title_auth | Organising and managing work organisational, managerial and strategic behaviour in theory and practice |
| title_exact_search | Organising and managing work organisational, managerial and strategic behaviour in theory and practice |
| title_full | Organising and managing work organisational, managerial and strategic behaviour in theory and practice Tony J. Watson |
| title_fullStr | Organising and managing work organisational, managerial and strategic behaviour in theory and practice Tony J. Watson |
| title_full_unstemmed | Organising and managing work organisational, managerial and strategic behaviour in theory and practice Tony J. Watson |
| title_short | Organising and managing work |
| title_sort | organising and managing work organisational managerial and strategic behaviour in theory and practice |
| title_sub | organisational, managerial and strategic behaviour in theory and practice |
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| topic_facet | Führung Organisationsverhalten |
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