組織文化の理解<br>Understanding Organizational Culture

組織文化の理解
Understanding Organizational Culture

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  • 製本 Paperback:紙装版/ペーパーバック版/ページ数 214 p.
  • 言語 ENG
  • 商品コード 9780761970064
  • DDC分類 302.35

基本説明

Using examples to develop and illustrate ideas on how cultural thinking can be used in managerial and non-managerial organizational theory and practice.

Table of Contents

Preface                                            vii
Concept of Organizational Culture 1 (15)
The meaning(s) of culture 3 (3)
Some comments on the contemporary interest 6 (1)
in organizational culture
Cognitive interests 6 (6)
Objectives of this book 12 (2)
Summary 14 (2)
Culture as a Metaphor and Metaphors for 16 (26)
Culture
The metaphor concept 16 (3)
Metaphors in social science - nuisance or 19 (3)
breakthroughs
Metaphors - some problems 22 (2)
Culture as critical variable versus culture 24 (5)
as root metaphor
Metaphors for culture 29 (9)
Summary 38 (4)
Organizational Culture and Performance 42 (29)
The dominance of instrumental values 43 (4)
Approaches to the culture-performance 47 (6)
relationship
The culture-performance relationship 53 (3)
Does culture cause anything? The problems 56 (2)
of separating culture and other phenomena
Positive and less positive outcomes of 58 (6)
corporate culture: a case study
The ambiguity of performance: blame time 64 (3)
and milking
Conclusion 67 (4)
Organizational Culture and Business 71 (22)
Administration
Organizational culture and the business 71 (6)
concept
Corporate strategy 77 (3)
Organizational culture and marketing 80 (8)
Other subfields: networks, rationalizations 88 (3)
and performance indicators
Conclusion 91 (2)
Leadership and Organizational Culture 93 (25)
What is leadership? 93 (7)
Varieties of leadership 100(5)
Leadership in the context of organizational 105(3)
culture
A case of initiator-leadership and 108(6)
follower-leadership
Summary and conclusions 114(4)
Culture as Constraint: An Emancipatory 118(27)
Approach
Culture as a counterforce to variation and 119(1)
autonomy
Culture and power 120(6)
Culture as a source of taken-for-granted 126(6)
assumptions
Gender and organizational culture 132(4)
Ethical closure in organizations 136(3)
Corporate culture and closure at Pepsi Cola 139(3)
Conclusion: Methodology for critical inquiry 142(3)
Multiple-level Shaping and Ambiguity of 145(25)
Culture
The appeal of `pure' symbolism uncoupled 145(2)
from material practice
Taking work and social interaction into 147(6)
account
Conceptualizations of culture in terms of 153(7)
social level
Ambiguity and contradiction: a plurality of 160(6)
values and commitments
Summary 166(4)
Cultural Change and Conclusions 170(26)
Reminder of the ambitions of this book 170(1)
Against the trivialization of `managing 171(3)
culture'
Managing culture 174(3)
Organizational cultural change as a grand 177(4)
project, as organic movement or the
re-framing of everyday life
Working with change 181(5)
A framework for thinking culturally of 186(4)
management and organization
Multiple cultural configurations and 190(3)
cultural traffic
Prospects 193(3)
References 196(13)
Index 209