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Full Description
This book connects findings and insights authored by famous scholars in management and organization studies with challenges the military is facing today.
One assumes that management and organization studies is only about the rational, predictable, and manageable, and that military action is predominately irrational, unpredictable, and unmanageable; both assumptions are wrong. This book argues that the discipline of management and organization studies is highly relevant for the military in both peace- and wartime conditions, and for any situation in between. In all conditions, the giant and complex military organization needs to be structured, processed, administrated, led, and accounted for. Each chapter presented in this volume focuses on the contributions of founding thinkers in management and organization studies, with their work translated and applied to the military setting. These scholars are drawn from a variety of backgrounds, including organizational sociology, economics, political science, psychology, and engineering. Although the work of only a few explicitly refers to the military, the contributions of all these scholars are relevant in order to come to grips with security and military affairs. Together with many other academics' work, the contributions of these 18 scholars constitute the core of the field of management and organization studies.
This book will be of much interest to students of military studies, management studies, and organization studies.
Contents
1. Introduction 2. Frederick Taylor: standardized work division, calculation and efficiency, criticism and new developments 3. Mary Parker Follett: dynamic administration, from the growing of power to constructive conflict 4. Chester Barnard: the human side of the (military) enterprise and leadership 5. James March: decision making in organizations and the military, the 'upper echelon' approach 6. Chris Argyris: organizational learning in the military 7. Henry Mintzberg: managing in exceptional and military circumstances, strategy development, organization's structures and closing gaps 8. Oliver Williamson: externalizing activities through transaction costs economics, new public management, organizational hybridities 9. Michael Porter: value creation in business and the military, strategic focus, absorptive capacity 10. Kenneth Merchant: management control, hard and soft controls, financial policies, quality management 11. Jeffrey Pfeffer: external control, unleashing the work force, the knowing-doing gap, effects- and evidence-based management 12. Karl Weick: sense-making in organizations, making sense of safety and incidents, making sense in military operations 13. Steven Barley: the acceptance of technology, virtual work in the military, drones, cyber and big data 14. Geert Hofstede: international management, international military cooperation 15. Rosabeth Moss Kanter: diversity, organizational change and innovation in (military) organizations 16. Keith Provan: forms of network governance and network performance 17. Nils Brunsson: limits to organizational rationality, organizational hypocrisy, standardization 18. Barbara Czarniawska: narratives in management, security and the military 19. Martha Finnemore: international governmental organizations in the world of security and the military 20. Conclusions: general developments, military effectiveness, changes, restraint and understanding
