Table of contents for Organization theory : tension and change / David Jaffee.


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 ORGANIZATION THEORY: TENSION AND CHANGE

1. INTRODUCTION: DEFINITIONS AND CONCEPTIONS
Organization: Elements, A Definition and Images
 W. Richard Scott’s Elements of Organization
 Richard Hall's Definition of Organization
 Gareth Morgan's Images of Organization

Classical Social Theory and Organizational Analysis
 Karl Marx
 Emile Durkheim
 Max Weber 

Contemporary Social Theory and Organizational Analysis
 Structural Functionalism
 Conflict Theory
 Symbolic Interactionism

Summary

2. CONCEPTUAL FRAMEWORK FOR THE ANALYSIS OF ORGANIZATION THEORY
Levels of Organizational Analysis and Transaction

Tension #1: Controlling The Human Factor
 Organizational Behavior and the Human Factor
 Marxist Theory and the Unique Nature of Labor
 Philosophical Status of the Human Factor
 The Human Factor and the Reformulation of Organization Theory and Management Practice

Tension #2: Differentiation and Integration
 The Technical Division of Labor: Intraorganizational Dynamics
 The Social Division of Labor: Interorganizational Dynamics
 A Note on Organizational Tensions and Ascribed Characteristics

Paradox: The Underlying Source of Organizational Tension
 Models of Organizational Paradox
 Three Cases of Organizational Paradox

 Summary

	
3. THE RISE OF THE FACTORY SYSTEM

Introduction

The Formal Subordination of Labor: Creating A Human Factor of Production

The Real  Subordination of Labor: Disciplining the Human Factor
 Traditional Habits and Cultures
 Early Strategies and Assumptions

Scientific Management in Theory
 Motivation for the Theory
 The Principles and Stages
 Assessment and Consequences

Scientific Management in Practice: The Hoxie Study

Scientific Management: The Broader Context

Summary

4. THE HUMAN ORGANIZATION

The Hawthorne Revelations and Beyond
 The Hawthorne Experiments: The Human Factor Observed
 Interpeting the Results

Hawthorne and the Revision of Organization Theory
 Roethlisberger and Dickson
 Elton Mayo

Chester’s World: Barnard’s Theory of Organization and Management
 The Organization and the Individual
 Common Moral Purpose

Humanistic Management Practice
 Human Relations and Human Needs
 From Human Relations to Human Resources

Leadership
 Beyond Legitimate Authority
 Four Approaches to Leadership
 Does Leadership Matter?

Summary

5. BUREAUCRACY, RATIONALIZATION, AND ORGANIZATION THEORY

Weber and the Rational-Bureaucratic Model

Weber and the Dilemma of Authority

Bureaucratic Dysfunctions and Unintended Consequences
 Robert Merton: The Bureaucratic Personality
 Alvin Gouldner: Patterns of Industrial Bureaucracy
 Peter Blau: Dynamics of Bureaucracy
 Philip Selznick: Bureaucracy as Institution
 Robert Jackall: Bureaucracy as a Moral Maze

Operationalizing the Rational Model: Administrative Science
 Henri Fayol
 James Mooney and Allen Reiley
 Herbert Simon

Bureaucratic Rationalization and Domination
 Arguments of Classical And Critical Social Theory
 Bureaucratic Domination and Marxist Theory
 Bureaucracy's Other Face

McDonaldization: Diffusion of the Bureaucratic Ethos
 The Principles of McDonaldization
 Application to Higher Education

The Charges against Bureaucracy

Summary

6. EMERGING ORGANIZATIONAL FORMS: BEYOND FORDISM

Fordism
 Features of the Fordist Model
 The Demise of Fordism
 The Transition from Fordism to New Forms

Toward Alternative Organizational Models
 Toyotaism
 Lean Production: “The Machine that Changed the World”
 Lean Production in Practice

The Flexibility Paradigm
 Flexible Specialization
 Lean and Mean, or Fat and Mean?
 Forms of Flexibility

Summary

7. EMERGING ORGANIZATIONAL PARADIGMS: POST- BUREAUCRACY, CULTURE, AND KNOWLEDGE 

Postbureaucratic Organization
 The Postbureaucratic Organization in Theory
 Postbureaucratic Organization in Practice
 Postbureaucracy and Physical Space
 Postbureaucracy in Government

Organizational Culture
 Levels of Culture
 Is Culture an Emerging Form?
 Engineering Strong Culture: The Work of Gideon Kunda
 Culture as Paradigm and Managerial Strategy
 Culture Integration, Differentiation, and Fragmentation

The Learning Organization
 Paul Senge's Five Disciplines
 Analyzing Organizations as Systems

What's Happening on the Ground?

Summary

8. TECHNOLOGY AND ORGANIZATIONAL TRANSFORMATION

Technology and Organization Theory
 Joan Woodward
 Robert Blauner
 James Thompson
 Charles Perrow
 Tavistock Institute

Entering the Age of The Smart Machine

Information Technology and Organizational Change
 The Organizational Impact of Information Technology
 Information Technology and Social Organization
 Additional Consequences

The Virtual Organization
 Definitions and Characteristics
 Further Consequences

Summary

9. THE ENVIRONMENT AND THE ORGANIZATION

Contingency Theory
 Paul Lawrence and Jay Lorsch
 Tom Burns and G.M. Stalker

Population Ecology Theory
 The Concept of Population
 Demographic, Ecological, and Environmental Processes
 Structural Inertia

Resource Dependence Theory
 Resource Dependence and Organizational Agency
 Differentiation, the Task Environment, and Uncertainty
 Strategies to Manage Resource Dependence
 Money: The Ultimate Resource
 Institutional Investors and Resource Dependence

Environmental Influences on Public-Sector Organizations

Institutional Theory
 Organizations as Institutions
 The Institutional Environment
 Institutional Isomorphism
 Institutional Pillars
 Institutional Analyses of U.S.Corporate Strategy
 Institutional Stability and Change

The Political-Economic Environment
 The Capacity to Produce and the Capacity to Consume
 The Social Structure of Accumulation
 Geographic and Cross-National Variations in Organizational Environments
 Business Systems as Organizational Environments

Summary

10. INTERORGANIZATIONAL DYNAMICS: MARKETS, HIERARCHIES AND NETWORKS 

The Markets and Hierarchies Approach
 Markets and Transaction Costs
 Hierarchies and Transaction Costs
 Problems with the Vertically Integrated Hierarchy

Between Market and Hierarchy: Theoretical Rationales
 Socially Embedded Economic Action
 Dynamic Transaction Costs

To Vertically Disintegrate or Not to Vertically Disintegrate: GM and Delphi

Vertical Disintegration and Alternative Arrangements
 Why Disintegrate?
 Embedded Networks
 Competitive Advantages of the Network Firm

Alliance Capitalism: The Rise and Demise of the Keiretsu

The Spatial Dimension
 Bringing Geography Back
 Vertically Integrated and Spatially Concentrated
 Vertically Integrated and Spatially Dispersed
 Vertically Disintegrated and Spatially Dispersed
 Vertically Disintegrated and Spatially Concentrated

Recent Developments: Supply Chains and Real Options

Summary

11. THE FUTURE OF ORGANIZATION AND POSTMODERN ANALYSIS

Modernist and Postmodernist Approaches 
 Postmodern Condition and Identity

Organizational Implications of Postmodernism

BLUR: Postmodernism Popularized

Fragmented Humans and Dedifferentiated Structures



Library of Congress subject headings for this publication: Organization, Management