Managing modernity: beyond bureaucracy?
Oxford University Press, Jan 22, 2011 - Business & Economics - 309 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 beneﬁts British British Civil Service bureaucracy bureaucratic organization Castells central chapter choice Choose and Book civil servants civil service Clegg clinical collaborative companies complex context control regimes corporations Courpasson cracy Critical Management Studies cultural deﬁned difﬁcult domination Doncaster economic efﬁciency elites emerged employees ethical ethos Ferlie ﬁnancial ﬁrms ﬁrst ﬂexibility formal organizations formal rationality Grifﬁths health-care Heckscher hierarchy hybrid ideal type identiﬁed individual inﬂuence innovations institutional Iournal Kallinikos London managerial manufacturing ﬁrms Max Weber ment ministers modern National Health Service NPﬂT ofﬁce ofﬁce-holders ofﬁcial operations Organization Studies organizational forms Oxford University Press patient personnel concept political post-bureaucratic practices principles professional Programme Psychological Contract Public Administration Public Management public sector quasi-market reﬂect reform responsibility role Sage signiﬁcant Society speciﬁc strategy structures technologies tion trust values Weber Whilst