Managing Modernity: Beyond Bureaucracy?
Stewart R. Clegg, Martin Harris, Harro Höpfl
OUP Oxford, Jan 27, 2011 - Business & Economics - 326 pages
Bureaucracy has long been a cornerstone of advanced industrial societies, and a defining feature of modernity. At the same time, many commentators from all quarters argue that it is on the wane in this post-this or that world; or that if it isn't, it should be dismantled to free up organizations, enterprise, and innovation. But do we live in a more or less bureaucratic world? Do contemporary forms and means of communication undermine or modify bureaucracy, or does technology create new 'iron cages' and forms of control? If bureaucratic models of organization are abandoned, do we run risks of organizational failure and inequity? Are there certain moral, professional, and social values associated with bureaucratic models? This book explores these issues in different organizational contexts - public administration, the National Health Service, the modern firm and corporation - and offers new insights into enduring questions. It will be an invaluable resource for academics, researchers, and students in organization studies, management, public administration, and sociology. The volume will also appeal to managers, planners, and policy makers who deal with these challenges.
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accountability Alvesson archetype argued British British Civil Service bureaucracy bureaucratic organization capital Castells central chapter children’s choice Choose and Book civil servants civil service Clegg clinical collaborative companies competition complex consumer context control regimes corporations Courpasson Critical Management Studies cultural Department of Health discourse distinctive domination Doncaster economic elites emerged employees ethical Ferlie firms formal organizations formal rationality health-care Heckscher hierarchy hybrid ideal type individual industrial innovations institutional Journal Kallinikos London managerial manufacturing Martin Harris Max Weber mechanisms ministers modern National Health Service NPfIT operations Organization Studies organizational forms Oxford University Press patient personnel concept political post-bureaucratic practices principles Programme project management psychological contract Public Administration Public Management public sector public service quasi-market Reed reform responsibility role Sage social production strategy structures technologies values Weber Whilst Willmott