| LIBRARY OF CONGRESS CONTROL NUMBER |
|---|
| LC control number |
2002284428 |
| INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
0761970053 |
| INTERNATIONAL STANDARD BOOK NUMBER |
|---|
| International Standard Book Number |
0761970061 (PBK.) |
| DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Call number |
302.3/5 |
| MAIN ENTRY--PERSONAL NAME |
|---|
| Authors |
Alvesson, Mats, |
| Dates |
1956- |
| TITLE STATEMENT |
|---|
| Title |
Understanding organizational culture / |
| Statement of responsibility, etc |
Mats Alvesson. |
| PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Place of publication |
London ; |
| -- |
Thousand Oaks, Calif. : |
| Publisher |
SAGE, |
| Date |
2002. |
| PHYSICAL DESCRIPTION |
|---|
| Extent |
vi, 214 p. : |
| Other Details |
ill ; |
| Size |
25 cm. |
| CONTENTS |
|---|
| Contents |
Machine generated contents note: 1 The Concept of Organizational Culture 1 -- The meaning(s) of culture 3 -- Some comments on the contemporary interest in -- organizational culture 6 -- Cognitive interests 8 -- Objectives of this book 12 -- Summary 14 -- 2 Culture as a Metaphor and Metaphors for Culture 16 -- The metaphor concept 16 -- Metaphors in social science - nuisance or breakthroughs? 19 -- Metaphors - some problems 22 -- Culture as critical variable versus culture as root metaphor 24 -- Metaphors for culture 29 -- Summary 38 -- 3 Organizational Culture and Performance 42 -- The dominance of instrumental values 43 -- Approaches to the culture-performance relationship 47 -- The culture-performance relationship 53 -- Does culture cause anything? The problems of -- separating culture and other phenomena 56 -- Positive and less positive outcomes of corporate culture: -- a case study 58 -- The ambiguity of performance: blame time and milking 64 -- Conclusion 67 -- 4 Organizational Culture and Business Administration 71 -- Organizational culture and the business concept 71 -- Corporate strategy 77 -- Organizational culture and marketing 80 -- Other subfields: networks, rationalizations and -- performance indicators 88 -- Conclusion 91 -- 5 Leadership and Organizational Culture 93 -- What is leadership? 93 -- Varieties of leadership 100 -- Leadership in the context of organizational culture 105 -- A case of initiator-leadership and follower-leadership 108 -- Summary and conclusions 114 -- 6 Culture as Constraint: An Emancipatory Approach 118 -- Culture as a counterforce to variation and autonomy 119 -- Culture and power 120 -- Culture as a source of taken-for-granted assumptions 126 -- Gender and organizational culture 132 -- Ethical closure in organizations 136 -- Corporate culture and closure at Pepsi Cola 139 -- Conclusion: Methodology for critical inquiry 142 -- 7 Multiple-level Shaping and Ambiguity of Culture 145 -- The appeal of 'pure' symbolism uncoupled from -- material practice 145 -- Taking work and social interaction into account 147 -- Conceptualizations of culture in terms of social level 153 -- Ambiguity and contradiction: a plurality of values -- and commitments 160 -- Summary 166 -- 8 Cultural Change and Conclusions 170 -- Reminder of the ambitions of this book 170 -- Against the trivialization of 'managing culture' 171 -- Managing culture 174 -- Organizational cultural change as a grand project, -- as organic movement or the re-framing of everyday life? 177 -- Working with change 181 -- A framework for thinking culturally of -- management and organization 186 -- Multiple cultural configurations and cultural traffic 190 -- Prospects 193. |
| STUDY PROGRAM |
|---|
| Program name |
MGMT984 ; HDR974 |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical Heading |
Corporate culture. |
| ELECTRONIC LOCATION AND ACCESS |
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| Uniform Resource Identifier |
https://uowd.box.com/s/atpokrlg9ncxv98g9b3s8udkgh7yqawx |
| Public note |
Location Map |
| MAIN ENTRY--PERSONAL NAME |
|---|
| -- |
13983 |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| -- |
359 |