Modern OrganizationUniversity of Alabama Press, 1977 - 197 pages Modern Organization is a classic text of organization development that addresses the complications that occur in power structures within which workers with specialized skills are managed by superiors without those skills. Thompson is interested in exploring and righting the creative tensions between knowledge and power, demonstrating that within hierarchical structures, the wielders of power often lack not only the technical know-how of their employees but charisma and other attributes that would win the loyalty and confidence of those employees. Thompson coins the phrase “bureaupathic” behavior to describe the rise in a perceived need for regulations and rituals that result from the insecurity in these structures. This behavior only confounds working life and efficiency. Technical specialization is rapidly advancing, while cultural definitions of authority are not. Authority must be redefined in order to make allowances for its limitations. What once made a leader, namely charisma, may no longer suffice. |
Table des matières
Chapter 1 Introduction | 3 |
Chapter 2 Bureaucracy | 10 |
Chapter 3 Specialization | 25 |
Chapter 4 Hierarchy | 58 |
Chapter 5 Conflict | 81 |
Chapter 6 Ideology | 114 |
Chapter 7 Dramaturgy | 138 |
Chapter 8 Bureaupathology | 152 |
Chapter 9 Cooperation | 178 |
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Expressions et termes fréquents
ability activities archical become blame boss bureaucratic organization bureaupathic behavior bureautic charismatic Chester Barnard Chris Argyris co-operation co-ordination command communication conflict cratic culture decision deference defined dependence dramaturgical employees Erving Goffman executive formal Free Press ganization Glencoe Goffman Gouldner Harold Lasswell Harper & Brothers hierarchical positions hierarchical rights hierarchical roles Ibid ideological Illinois impersonal individual industrial insecurity institutional interdependence kind Kurt Lewin labor leadership legitimacy legitimate managerial March and Simon Max Weber Merton microdivision modern bureaucracy modern organizations monistic monocratic needs nonhierarchical authority official patterns performance personal goals Philip Selznick prestige problem solving programs rational Reinhard Bendix relation relationship responsibility result Robert K Social Psychology society specialist specialties status and function status system structure subordinates superior superordinate Talcott Parsons task specialization technical tion tional University Press values Whyte William Foote Whyte workers Wright Mills York