Intended for students, academics and researchers in organization studies, management and sociology, this book argues that organizational structure is primarily determined by environment as opposed to technology. The essays consider the place of organizations within a wide institutional framework, focusing on educational systems and medical services. "Organizational Environments" is an explication of the author's theoretical positions and has an impact on organizational theory.
This edited collection of articles, many appearing in print for the first time, links the study of gender with the study of organizations. Recent critiques of organizational theory have pointed out that gender issues have a great and previously unexamined impact on organizational structure and performance. The book addresses this issue by bringing together the field's most influential thinkers and writers.
The thesis behind this book is that American industry cannot compete in the marketplace because their organizational structure and management style has become pathologically narcissistic. The theory is illustrated with real-life examples such as the DeLorean automobile business failure.
Conflict is a persistent fact of organizational life. Much of it, however, is expressed "behind-the-scenes" in such forms as avoidance, toleration, gossip and vengeance. This book takes examples from a number of organizational settings, arguing that far from being an occasional occurrence, conflict is an embedded phenomena. The contributors go on to illustrate the frequency of conflict, show how conflicts are actually handled and suggest that these conflicts can be better managed for organizational effectiveness. The book is aimed at academics, professionals and students in organization studies, management, business and administration.
Few would disagree with the principle that successful achievement of an organization's overall strategic objectives is bound up with the design and implementation of appropriate human resource strategies (HRS). Yet many questions remain about what is entailed in implementing effective HRS. This volume brings together a range of outstanding contributions which explore not only the advantages but also the complexities of a strategic approach to human resource management. Deliberately broad in scope to reflect the organization-wide ramifications of HRS, combining theoretical analyses alongside case studies of HRS in practice, the book offers a fascinating review of this crucial topic. The book begins by addressing key themes and debates within the field about the nature and role of human resource management. Succeeding sections then focus on three core organizational arenas inevitably implicated in strategic human resource management - organizational structure, culture and personnel strategies. Human Resource Strategies is a Course Reader for the Open University Course B884 Human Resource Strategies.
Intended for students, academics and practitioners in organization and management studies, this book focuses on leadership, identified as the dynamic relationship between managers and employees. It shows how the concepts of reinforcement theory, goal setting theory, social learning theory and social cognition theory can be applied by managers on a day-to-day basis. Case studies and on-the-job examples are cited; these serve to back up the theoretical discoveries expounded by the authors.
`Left me nourished, stimulated, and encouraged. The book's numerous components flowed smoothly and logically, aided by strong transitions and integrative passages. Given the editor's objective to `reframe' rather than `revisit' organizational culture, I contend they succeeded. The content and extensive bibliography render it an excellent supplement for the academic audience: for those already in the field, the book provides a thorough update and challenge to the cutting edge; for those new to the field, the book offers a balanced and encouraging overview without intimidation.... The merits... to the practitioner audience stem from the concise writing and vivid examples, particularly in Part One and most of Part Two' - Journal of Management With this follow-up to Organizational Culture (SAGE 1985), the editors continue their study of the interaction between investigation and the subject of inquiry. The editors have included a variety of frames as tools that allow readers to examine any empirical piece on organizational culture on its own merits - as good research - while at the same time, permit viewing it from other perspectives as well. Combined with a unique emphasis on process, this volume also includes reflections from the editors, pointing out their values, biases, beliefs, perceptions and experiences in research, and lending a human dimension to the research process.
Casanova - a former elementary school principal - examines the role of the school secretary, bringing recognition to a person who has been too long under-valued, under-paid and under-appreciated. She has broken new ground with an exploration of an occupation where women are the dominant force and on whom everyone depends, from students and parents to teachers and administrators.
Complementing other books published in the field of strategic management, Leadership emphasizes the differences in leadership requirements at multiple levels in an organization - a difference that is not just one of degree but also one of quantity. Hunt draws on stratified systems theory for the book's conceptual framework. He discusses various research strategies with a particular emphasis on time and explores practical leader training and development.
