| Acknowledgments |
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ix | |
| Introduction |
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1 | (6) |
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1 Classical sociology, organizations and theory |
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7 | (26) |
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7 | (6) |
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13 | (4) |
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17 | (3) |
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20 | (13) |
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2 Max Weber, Karl Marx and rationality in organizations |
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33 | (38) |
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Max Weber and rationality |
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33 | (8) |
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41 | (8) |
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The emergence of `rational organization' |
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49 | (22) |
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3 The emergence of an organization theory |
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71 | (65) |
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Precursors of organization ideologies |
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71 | (4) |
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The theory of bureaucracy |
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75 | (1) |
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Weber and the theory of bureaucracy |
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76 | (6) |
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The emergence of scientific management and the control of the labour process |
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82 | (5) |
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87 | (5) |
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Scientific management in context |
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92 | (6) |
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From scientific management to formal theories of administration |
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98 | (1) |
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99 | (1) |
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100 | (1) |
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101 | (1) |
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The general framework of the formal theorists |
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102 | (3) |
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The social context of formal theorists of organization |
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105 | (1) |
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106 | (1) |
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Gramsci and workers' councils versus Olivetti and organization theory |
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107 | (6) |
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Lenin and the theory of organization |
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113 | (5) |
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Lessons of the workers' councils for the theory of organizations |
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118 | (4) |
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122 | (5) |
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127 | (5) |
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Subsequent development: the elaboration of control |
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132 | (4) |
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4 Typologies of organizations |
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136 | (35) |
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Weber's ideal type of bureaucracy |
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136 | (6) |
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142 | (3) |
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145 | (8) |
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Blau and Scott and Etzioni compared |
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153 | (3) |
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Additional organizational models |
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156 | (2) |
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158 | (5) |
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163 | (4) |
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General problems of bureaucracy |
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167 | (2) |
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169 | (2) |
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5 Organizations as systems |
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171 | (42) |
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171 | (2) |
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Parsons' general systems theory |
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173 | (2) |
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Parsons' theory of the organization as system |
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175 | (1) |
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Four functional problems of organizations |
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176 | (1) |
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Three levels of analysis in organizations |
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177 | (1) |
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Criticisms: the analysis of change and conflict |
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178 | (3) |
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181 | (4) |
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185 | (2) |
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187 | (3) |
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Developments in systems theory |
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190 | (1) |
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Closed-system perspective |
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191 | (5) |
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The development of the open-system perspective |
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196 | (2) |
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198 | (1) |
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198 | (1) |
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198 | (1) |
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Organizations as open systems |
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198 | (2) |
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200 | (7) |
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The limitations of the systems approach |
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207 | (6) |
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6 Organizations as empirically contingent structures |
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213 | (50) |
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213 | (1) |
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Personality structure and organization structure |
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213 | (5) |
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218 | (1) |
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The dimensions of organization structure: variables |
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219 | (2) |
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221 | (3) |
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Contextual variables 222 The dimensions of organization structure: initial data |
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224 | (10) |
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Why do organization structures vary? |
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234 | (17) |
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`Metaphysical pathos' and `strategic choice' in the theory of organizations |
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251 | (6) |
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257 | (6) |
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7 Organizations as structures of action |
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263 | (35) |
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263 | (1) |
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Structure: Simon, March and Weick |
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264 | (9) |
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Culture: Silverman and action |
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273 | (12) |
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The action frame of reference: continuities and discontinuities |
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285 | (10) |
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295 | (3) |
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298 | (36) |
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Goals and definitions of organizations |
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299 | (3) |
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302 | (1) |
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303 | (3) |
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Goals and decision-making |
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306 | (3) |
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Charles Perrow and operative goals |
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309 | (3) |
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Organization goals as abstractions |
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312 | (2) |
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Organization goals and their outcomes |
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314 | (3) |
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The analytical usefulness of goals |
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317 | (1) |
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318 | (16) |
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9 Organization and technology |
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334 | (32) |
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The technology-organization structure link |
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334 | (5) |
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Technology and control in organizations |
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339 | (9) |
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Technology and trust in organizations |
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348 | (18) |
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10 Organizations and environments |
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366 | (34) |
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366 | (2) |
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The general environment of organizations |
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368 | (7) |
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The conceptualization of organization environments |
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375 | (10) |
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The organization and environment of the multi-national enterprise |
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385 | (10) |
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395 | (5) |
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11 People in organizations |
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400 | (33) |
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Men and women in organizations |
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400 | (1) |
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The dual labour market for men and women |
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401 | (4) |
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Women's orientations to work |
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405 | (3) |
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Ideological reproduction and the dual labour market |
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408 | (2) |
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410 | (12) |
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Class structure and organization structure |
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422 | (11) |
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12 Power and class in organizations |
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433 | (50) |
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Power in the theory of organizations 433 A `strategic contingencies' approach to power in the organization |
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438 | (6) |
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Power in rules in organization |
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444 | (6) |
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450 | (1) |
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The community power debate and organization theory |
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451 | (2) |
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The presuppositions of organization theory of power |
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453 | (5) |
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Power in context in organizations |
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458 | (2) |
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Reconceptualizing organizations in the world system |
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460 | (2) |
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Task-continuous status organization |
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462 | (1) |
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Task-discontinuous status organization |
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463 | (13) |
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Power in task-discontinuous status organizations |
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476 | (4) |
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Implications for analyses of power in organizations |
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480 | (3) |
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13 The political economy of organizations |
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483 | (73) |
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483 | (9) |
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Gramsci, intellectuals and organizations |
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492 | (9) |
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Reconceptualizing structure |
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501 | (2) |
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Organization structure and mode of rationality |
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503 | (9) |
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Types of hegemonic control |
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512 | (19) |
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Types of hegemonic control and types of worker |
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531 | (9) |
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The state and organizations |
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540 | (3) |
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Organizations, state and non-state sectors |
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543 | (7) |
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550 | (6) |
| Notes |
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556 | (5) |
| Bibliography |
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561 | (35) |
| Author index |
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596 | (8) |
| Subject index |
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604 | |
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