Organizing & organizations:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles, Calif. [u.a.]
Sage Publ.
2010
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. 450 - 485 |
| Beschreibung: | XV, 504 S. Ill., graph. Darst. 24 cm |
| ISBN: | 9781848600850 1848600852 9781848600867 1848600860 |
Internformat
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| 245 | 1 | 0 | |a Organizing & organizations |c Stephen Fineman ; Yiannis Gabriel & David Sims |
| 246 | 1 | 3 | |a Organizing and organizations |
| 250 | |a 4. ed. | ||
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Datensatz im Suchindex
| _version_ | 1804140745696739328 |
|---|---|
| adam_text | Titel: Organizing and organizations
Autor: Fineman, Stephen
Jahr: 2010
CONTENTS
Preface to the Current Edition x
How to Use this Book xi
Where to Find a Popular Organizational Behaviour Topic xii
1 Introduction: Organization and Organizing 1
Where we argue that organizing is a set of social activities through which we
try to make our lives more predictable, effective and stress-free. Yet, organizing is
itself far from an orderly process, usually involving conflicts and compromises with
others and a constant attempt to make sense of what is going on around us.
2 Entering and Leaving 13
Where we explore the realities of joining an organization, becoming socialized and
eventually moving on. Entering and leaving highlight the important role of
organizational rituals. They also concern the politics of managing personal and orga-
nizational appearances, especially in recrutiment and selection. Often the brochure
picture of an organization is a very partial, if not misleading, one.
3 Lifelong Learning 28
Where we look at different kinds of knowledge and different learning styles, including
narrative learning, learning from stories and exeriences. We look at what stops people
from learning, and the way that communities of practice may enhance the learning
for their members. We talk about learning that seems to reside in the organization,
and about learning which goes beyond the intellectual level; we also consider the
possibilities of learning unhelpful lessons and of finding that some organizations may
not allow you to learn in order to maintain existing power relations.
4 Motives and Motivating 49
Where we examine why the idea of motivation has become so popular in
organizations and whose interests it serves. We refer to some traditional
psychologicial theories of motivation at work, but argue that searching for a motive
is full of pitfalls; often many possible motives are at play. But more than that, the
language or discourse of motivation often owes more to cultural and social factors
than to the existence of deep psychological needs.
vi Organizing and Organizations
5 Rules are Rules 63
Where we examine the formal, bureaucratic rules of organizations and ask whether
these are rational or not. Rules are part of the political process aimed at controlling
what people do and how. Yet, the interpretation and enforcement of rules is itself
part of the political processes of organizations whereby rules may be bent, ignored
or violated.
6 Buildings and Organizing 81
Where we look at what physical buildings do for the process of organizing and
what they tell us about the organizations they house. We argue that an organization s
physical environment is far-reaching and that changes in this environment can
generate resistance, both political and emotional.
7 Leading 98
Where we ask why we seem to know so little that is definite about leadership,
despite many years of work on it. We look at some of the different ways in which
leadership has been studied, and then at some of the different roles acted out in
leadership relations.
8 Politics and Deals 117
Where we reveal politics as core to the very essence of organizational life. Political
behaviour stems from inevitable differences in outlook, in resources, in personalities,
in interests, in power and in organizational position or role. Some politics
can be benign in effect, others beneficial or creative, and still others conflictual
or destructive.
9 Influence and Power 132
Where we explore what constitutes power and influence in organizations;
where power is used or abused, constructive or disruptive. Power is closely linked to
politics. It is not only about how high one is in the organizational pyramid,
but concerns the networks fostered, the rarity of one s knowledge or skills, and the
crafting of appearances and language.
10 Us and Them 149
Where we look closely at groups, teams and teamwork in organizations. We try to
establish the conditions under which groups can add value to organizations
generating synergies and unleashing creativity and examine why groups lapse into
dysfunctional behaviour.
Contents v¡¡
11 Being Different? 163
Where we look at the ways that people differ from each both as a source of variety
and excitement but also of anxiety and fear. We look at the roles of language and
identity in the way that differences are seen, at stereotyping and at the importance
of leadership in handling differences.
12 Morals 179
Where we discuss how and why morality becomes defined, institutionalized and, at
times, perverted in organizations. From small acts of kindness and compassion to
massive frauds and corruption, organizations are testing grounds for moral conduct.
We examine the power of an organization to press its employees into ethically
dubious actions and how this can be resisted.
13 Greening 196
Where we look at the way organizations have responded to the growing alarm about
global environmental damage. We peek inside the corporate boardroom to see the
ways that environmental precautions are sometimes eagerly embraced, while at other
times ignored or evaded. The extent to which outside influences can make a differ-
ence is explored, such as green pressure groups, shareholders and governments.
14 Machines and Routines 213
Where we examine technology as a vital resource which presents many exciting
possibilities but also creates numerous challenges for managers and other members
of organizations. Technology, we argue, is not just tools and machines but involves
recipes, techniques and knowhow. We examine some of the meanings that machines
and technology have in our lives and some of the emotions they stir up.
15 Innovation and Change 231
Where we look at the processes by which organizations innovate, and at the role of
the innovator. We consider some of the reasons why innovations succeed or fail, and
the relationship with creativity. We look at how organizations change, and at why
different people love or hate change. We discuss change management, organization
development and action research.
16 Feelings 249
Where we argue that working with our own and others emotions is central to
management processes and to interpersonal communication. They underpin
decision and negotiation processes and the very quality of working life. We examine
how emotion has become commodified in service work with a smile and the
consequences for the worker. We also take a critical look at some emotion fashions,
such as emotional intelligence.
viii Organizing and Organizations
17 Sex 266
Where we discuss the important topic of sex in organizations. People take their
sexuality to work with them, and this can make for excitement and passion but also
for harassment and discrimination. We discuss the ambiguity and hypocrisy that can
be involved. We look at the role of gender in organizational politics, and finally at
the under-discussed area of male sexuality.
18 Serious Joking 280
Where we acknowledge that joking can be very important in organizations, and
that it can be a form of control and discipline as well as a source of fun. Jokes are
important for bonding, but can also be used to to exclude, stereotype or humiliate
individuals or groups. Finally jokes may also be used to puncture some of the
official beliefs and values of an organization, highlighting that organizational life is
unpredictable and, at times, even unmanageable.
19 Virtuality 292
Where we look at the increasing importance of virtual teams and organizations.
These have often been enabled by technology, but the human side of them is no less
important than with other organizations. We consider the freedom, loneliness,
issues of trust, openness to exploitation and pressure to keep large numbers of
conversations running simultaneously, all of which can be features of virtuality.
20 Career Shifts 305
Where we examine the shifting patterns of careers, assessing how a career becomes
part of many individuals sense of identity and selfhood. We also look at the glass
ceiling that inhibits the careers of many women and examine why a work-life
balance can be hard to achieve with the growth of dual careers, long hours of work,
and fragmented patterns of employment.
21 Producing and Consuming 316
Where we study consumption, not only as a means to stay alive, but also as an
avenue to pleasure, meaning and social esteem. The consumer, we argue, has now
become an integral part of organizations, with organizational success and
survival depending on customer service. We look at how consumers affect the work
experiences of organizational members who deal with them directly or indirectly.
22 Working and Living 333
Where we explore the relation between home and work as well as the relation
between paid and unpaid work. We investigate why many of today s organizations
expect a 24/7 commitment from their staff and assess the effects of those demands
Contents ix
for family life. We also address how today s fragmented careers may make it
difficult for people to develop a coherent story of either their working or their
family life.
23 Learning and Organizing in Uncertain Times 346
Where we consider how the learning with this book can be taken forward. We
argue that life in and out of organizations is too complex, calling for lifelong learning
rather than rigid theories and formulas. Success, both at the individual and
organizational levels, comes to those who are not prisoners of their earlier
achievements, but those who can engage the situations facing them with flexibility
and practical acumen. We give a range of specific suggestions on how to take this
subject further.
Thesaurus 353
Bibliography 450
Author Index 486
Subject Index 497
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| isbn | 9781848600850 1848600852 9781848600867 1848600860 |
| language | English |
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| spelling | Fineman, Stephen Verfasser aut Organizing & organizations Stephen Fineman ; Yiannis Gabriel & David Sims Organizing and organizations 4. ed. Los Angeles, Calif. [u.a.] Sage Publ. 2010 XV, 504 S. Ill., graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 450 - 485 Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organizational behavior (DE-588)4123623-3 Lehrbuch gnd-content Organisationsverhalten (DE-588)4285859-8 s DE-604 Gabriel, Yiannis 1952- Verfasser (DE-588)131217577 aut Sims, David Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018659281&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Fineman, Stephen Gabriel, Yiannis 1952- Sims, David Organizing & organizations Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4123623-3 |
| title | Organizing & organizations |
| title_alt | Organizing and organizations |
| title_auth | Organizing & organizations |
| title_exact_search | Organizing & organizations |
| title_full | Organizing & organizations Stephen Fineman ; Yiannis Gabriel & David Sims |
| title_fullStr | Organizing & organizations Stephen Fineman ; Yiannis Gabriel & David Sims |
| title_full_unstemmed | Organizing & organizations Stephen Fineman ; Yiannis Gabriel & David Sims |
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