By David Collins
ISBN-10: 0203980190
ISBN-13: 9780203980194
ISBN-10: 0415171555
ISBN-13: 9780415171557
ISBN-10: 0415171563
ISBN-13: 9780415171564
Lately, there was an explosion of books at the nature of organisational swap and the administration talents had to successfully hold it out. Many are written by way of switch experts and administration specialists providing fast fixes and metaphor encumbered enterprise toolkits, notwithstanding, a lot in their recommendation is banal and under-theorized. This booklet redresses this stability by way of supplying an unique research of swap administration in agencies within the gentle of wider sociological views. It severely examines the, usually implicit, theoretical frameworks underpinning many modern money owed of organizational swap, and covers matters together with: * the significance of specific research of conception and context* a critique of populist administration professionals and quick-fix 'how-to' options* 'under-socialized' versions of switch which emphasise constitution over human motion* trenchant research of 'soft' HRM strategies* the administration of culture.Radical and cutting edge, this publication, the 1st to undertake a sociological strategy, is a much-needed problem to the orthodoxies of switch administration.
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Extra resources for Organizational Change: Sociological Perspectives
Example text
Indeed it was his experience with craft workers and their tendency towards systematic soldiering that led Taylor to focus upon individual workers and individual forms of rewards. However, it is probably accurate to say that, unlike Taylor, who seems to have been bent on breaking up work groups, the message of Mayo and his supporters was that management could, and should, cultivate group norms and solidarity in order to tap the potential for increases in output. Thus in contrast to Taylor who argued that managers should work to break up the informal side of work, Mayo and his colleagues argued that management should manipulate the formal system in order to cultivate values in the informal system appropriate for high levels of productivity.
As a result the basic frameworks for change offered to students, if not gross distortions of the dynamics of management, of organizations and change, certainly represent rather simplified accounts of change which fail to give sufficient attention to key dynamics such as conflict and resistance. Indeed like the schools of human relations and contingency thinking which they reflect, the basic expositions of models of/for change often fail to give any credence to organizational conflict and politicking.
What is this if not human relations thinking? Indeed the only model discussed in the standard-template not to receive formal endorsement by the gurus is scientific management. This model tends to be regarded as the pre-history of management (Thompson and McHugh, 1990). Yet the works of Garrahan and Stewart (1992), Parker and Slaughter (1988) and Fucini and Fucini (1990) do tend to suggest that this disregard of Taylorism might usefully be thought of in ideological terms. Thus it seems clear that in spite of the gurus’ disregard of scientific management, Taylorism is alive and well, and forms the central component of the so-called empowered systems of working associated with just-in-time (JIT) production (see Wickens, 1987).