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Images of Organization,9781412939799
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Images of Organization

by
Edition:
Revised
ISBN13:

9781412939799

ISBN10:
1412939798
Format:
Paperback
Pub. Date:
5/9/2006
Publisher(s):
Sage Publications, Inc
List Price: $99.00

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Summary

Since its first publication over twenty years ago, Images of Organization has become a classic in the canon of management literature. The book is based on a very simple premise-that all theories of organization and management are based on implicit images or metaphors that stretch our imagination in a way that can create powerful insights, but at the risk of distortion. Gareth Morgan provides a rich and comprehensive resource for exploring the complexity of modern organizations internationally, translating leading-edge theory into leading-edge practice.

Table of Contents

Preface xi
Acknowledgments xv
PART I: AN OVERVIEW
Introduction
3(8)
PART II: SOME IMAGES OF ORGANIZATION
Mechanization Takes Command: Organizations as Machines
11(22)
Machines, Mechanical Thinking, and the Rise of Bureaucratic Organization
13(13)
The Origins of Mechanistic Organization
15(3)
Classical Management Theory: Designing Bureaucratic Organizations
18(4)
Scientific Management
22(4)
Strengths and Limitations of the Machine Metaphor
26(7)
Nature Intervenes: Organizations as Organisms
33(38)
Discovering Organizational Needs
34(4)
Recognizing the Importance of Environment: Organizations as Open Systems
38(4)
Contingency Theory: Adapting Organization to Environment
42(7)
The Variety of the Species
49(5)
Contingency Theory: Promoting Organizational Health and Development
54(5)
Natural Selection: The Population-Ecology View of Organizations
59(3)
Organizational Ecology: The Creation of Shared Futures
62(2)
Strengths and Limitations of the Organismic Metaphor
64(7)
Learning and Self-Organization: Organizations as Brains
71(44)
Images of the Brain
72(4)
Organizations as Information Processing Brains
76(5)
Creating Learning Organizations
81(16)
Cybernetics, Learning, and Learning to Learn
81(3)
Can Organizations Learn to Learn?
84(3)
Guidelines for ``Learning Organizations''
87(10)
Organizations as Holographic Brains
97(15)
Principles of Holographic Design
99(13)
Strengths and Limitations of the Brain Metaphor
112(3)
Creating Social Realty: Organizations as Cultures
115(34)
Culture and Organization
116(18)
Organization as a Cultural Phenomenon
116(2)
Organization and Cultural Context
118(7)
Corporate Cultures and Subcultures
125(9)
Creating Organizational Reality
134(3)
Culture: Rule Following or Enactment?
134(3)
Organization: The Enactment of a Shared Reality
137(3)
Strengths and Limitations of the Culture Metaphor
140(9)
Interests, Conflict, and Power: Organizations as Political Systems
149(58)
Organizations as Systems of Government
151(5)
Organizations as Systems of Political Activity
156(38)
Analyzing Interests
157(6)
Understanding Conflict
163(3)
Exploring Power
166(28)
Managing Pluralist Organizations
194(8)
Strengths and Limitations of the Political Metaphor
202(5)
Exploring Plato's Cave: Organizations as Psychic Prisons
207(34)
The Trap of Favored Ways of Thinking
208(4)
Organization and the Unconscious
212(23)
Organization and Repressed Sexuality
212(6)
Organization and the Patriarchal Family
218(1)
Organization, Death, and Immortality
219(2)
Organization and Anxiety
221(6)
Organization, Dolls, and Teddy Bears
227(3)
Organization, Shadow, and Archetype
230(4)
The Unconscious: A Creative and Destructive Force
234(1)
Strengths and Limitations of the Psychic Prison Metaphor
235(6)
Unfolding Logics of Change: Organization as Flux and Transformation
241(50)
Autopoiesis: Rethinking Relations With the Environment
243(8)
Enactment as a Form of Narcissism: Organizations Interact With Projections of Themselves
246(2)
Identity and Closure: Egocentrism Versus Systemic Wisdom
248(3)
Shifting ``Attractors'': The Logic of Chaos and Complexity
251(12)
Managing in the Midst of Complexity
255(8)
Loops, Not Lines: The Logic of Mutual Causality
263(10)
Contradiction and Crisis: The Logic of Dialectical Change
273(14)
Dialectical Analysis: How Opposing Forces Drive Change
275(5)
The Dialectics of Management
280(7)
Strengths and Limitations of the Flux and Transformation Metaphor
287(4)
The Ugly Face: Organizations as Instruments of Domination
291(46)
Organization as Domination
293(4)
How Organizations Use and Exploit Their Employees
297(18)
Organization, Class, and Control
298(6)
Work Hazards, Occupational Disease, and Industrial Accidents
304(6)
Workaholism and Social and Mental Stress
310(3)
Organizational Politics and the Radicalized Organization
313(2)
Multinationals and the World Economy
315(14)
The Multinationals as World Powers
318(3)
Multinationals: A Record of Exploitation?
321(8)
Strengths and Limitations of the Domination Metaphor
329(8)
PART III: IMPLICATIONS FOR PRACTICE
The Challenge of Metaphor
337(8)
Metaphors Create Ways of Seeing and Shaping Organizational Life
338(3)
Seeing, Thinking, and Acting in New Ways
341(4)
Reading and Shaping Organizational Life
345(18)
The Multicom Case
346(3)
Interpreting Multicom
349(12)
Developing a Detailed Reading and ``Storyline''
351(7)
Multicom From Another View
358(3)
``Reading'' and Emergent Intelligence
361(2)
Postscript
363(4)
Bibliographic Notes
367(56)
Introduction
367(2)
The Machine Metaphor
369(5)
The Organismic Metaphor
374(5)
The Brain Metaphor
379(7)
The Culture Metaphor
386(4)
The Political Metaphor
390(5)
The Psychic Prison Metaphor
395(6)
The Flux and Transformation Metaphor
401(9)
The Domination Metaphor
410(7)
The Challenge of Metaphor
417(1)
Reading and Shaping Organizational Life
418(3)
Postscript
421(2)
Bibliography 423(52)
Index 475(28)
About the Author 503


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