Organizational Change: Sociological Perspectives

BOOK COVER......Page 1
HALF-TITLE......Page 2
TITLE......Page 3
COPYRIGHT......Page 4
DEDICATION......Page 5
CONTENTS......Page 6
ILLUSTRATIONS......Page 7
PREFACE......Page 8
ACKNOWLEDGEMENTS......Page 11
INTRODUCTION......Page 14
The need for theory......Page 15
Organizations and the wider society......Page 17
Theory versus practice?......Page 19
Notes......Page 21
1 THE NATURE OF MANAGEMENT AND MANAGEMENT RESEARCH......Page 22
The classical school......Page 23
The classical school in context......Page 25
The science of work study......Page 26
The scientific selection of staff......Page 27
Mutuality and co-operation......Page 28
Human relations thinking......Page 29
Human relations in context......Page 31
Contingency models......Page 32
Guru models......Page 33
Management as elite; management as ideology......Page 35
The need for control and the ideology of management......Page 36
The need for ideologies of work......Page 37
Taylorism as ideology......Page 38
The shaping of modern management......Page 39
Attitude surveys in management......Page 41
A question of bias......Page 43
Fixed factors in management research......Page 44
Summary......Page 46
2 APPROACHES TO THE STUDY OF CHANGE......Page 48
A framework for analysis......Page 49
A few words of caution......Page 50
Hero-manager reflections and biographies......Page 51
The sorcerers of business......Page 52
Geneen on managing......Page 53
John Harvey-Jones......Page 54
The medicine men (and women)......Page 55
Peters and Waterman......Page 56
The methodological critique......Page 57
The conceptual critique......Page 58
Kanter—master of change?......Page 59
Kanter—learning to dance......Page 61
Pascale and Athos......Page 62
A good pitch......Page 65
Modelling the world of work......Page 66
A practical appeal......Page 67
Leigh and Effective Change......Page 68
Student texts—the orthodoxy......Page 70
Lewin and ‘forcefield analysis’......Page 72
Choice management—change management......Page 74
The change process......Page 75
Two cheers for Burnes?......Page 76
Summary......Page 78
A brief word of caution......Page 80
Pettigrew and the study of change......Page 81
Context versus environment......Page 82
A methodology for changing......Page 83
Prerequisites for the analysis of change......Page 84
The need to change......Page 86
Operation of new practices......Page 87
Dawson—the acid-test?......Page 89
The process of technological change......Page 90
HRM and change......Page 91
Summary......Page 93
Under-socialized models of change......Page 96
Rationalism and change......Page 98
A prescription for change......Page 99
The nature of work organizations......Page 101
The nature of the change process......Page 103
The treatment of conflict and personality......Page 105
Personality and plasticity......Page 106
Systems in context......Page 108
Context or carte blanche?......Page 110
Reconstructing change......Page 111
Summary......Page 112
5 SOCIALIZED MODELS OF CHANGE?......Page 114
HRM and the management of culture......Page 115
The logic of HRM......Page 118
Commitment......Page 119
Flexibility......Page 120
The emperor’s new…culture......Page 121
The analysis of cultural artefacts......Page 122
The study of cultural values......Page 125
The formation of culture......Page 126
Masculinity/femininity......Page 127
Confucian dynamism......Page 128
Trauma and positive reinforcement......Page 130
Cultures as patterns for action......Page 131
A lack of culture?......Page 133
Schein and the process of culture change......Page 136
Manipulating and managing culture......Page 138
N-step guides and culture change......Page 141
First principles......Page 142
Pettigrew: axioms for analysing change......Page 144
Embeddedness......Page 145
Temporal interconnectedness......Page 148
Complexity and contradiction......Page 149
Conclusions......Page 150
7 THE DIVERSITY OF THEORETICAL FRAMEWORKS......Page 152
A unitary viewpoint......Page 153
Metaphorically speaking......Page 154
A pluralist viewpoint......Page 158
Systems thinking and organizational change......Page 160
Common ideology......Page 161
Change in open systems......Page 162
The status of systems thinking......Page 164
Structure over action......Page 165
The treatment of conflict......Page 166
Unitarism, pluralism and systems thinking......Page 167
8 RADICAL AND MARXIST FRAMES OF REFERENCE......Page 170
Radical models of organization and change......Page 171
The Clegg-Blumberg debate......Page 174
A Marxist viewpoint......Page 175
Labour and labour power......Page 177
Marxism and Taylorism......Page 178
Limits to Marxist and radical frames of reference......Page 181
From frames of reference to paradigms......Page 182
9 PARADIGMS OF/FOR CHANGE......Page 184
• Ontology......Page 185
• Epistemology......Page 186
• Methodology......Page 187
Action theory......Page 190
Radical humanism......Page 191
Paradigms and ‘commensurability’......Page 193
10 NEW PARADIGMS FOR CHANGE?......Page 196
The need for change......Page 197
Theory as product innovation......Page 198
Paradigms and change......Page 199
A new paradigm?......Page 202
Back to functionalism......Page 203
New analyses not new paradigms......Page 206
Conclusions......Page 208
11 TOWARDS A CONCLUSION......Page 210
How should we ‘understand’?......Page 212
REFERENCES......Page 216
INDEX......Page 224