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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