Ø To introduce you to the major frameworks for analysing the activities of management
Ø To introduce you to key management and leadership issues
Ø To build your skills in understanding how managers influence and exercise power over other employees in the organisation
Ø To introduce you to the ethical dilemmas faced by managers
Ø To encourage you, through the combination oflectures and seminars, to understand and critically engage with management as a social practice.
Detailed outline of module and readings
N.B: You are NOT expected to read everything on the reading list and you need not confine yourself to items on the reading list. You ARE expected to read all the relevant sections of the textbook.
The reason for providing a large list of possiblereadings is, first, to help deal with the problem of library availability and second to enable you to pursue an aspect of the topic that particularly interests you. It also provides a range of levels of difficulty from the basic to the advanced, as marked in the text. Those marked basic are not necessarily simplistic, but are introductory or particularly clearly written. Those marked advanced are themost complicated or specialised readings. Bear in mind that many of the ‘classics’ on this list are available in numerous editions – any of which will do.
Clegg S., Kornberger M. & Pitsis T. (2008), Managing and Organizations. London: Sage. 2nd edition (it is acceptable to use the first edition, published 2005, but note that the chapter and page references in the readinglist below refer to the second edition).
Lectures (Holly Birkett)
Managing Organizations: an introduction
Clegg et al., pp 2-17 and pp 486-500
Morgan G. (1986 or later editions), Images of Organization. London: Sage.
Ritzer, G. (2004) The McDonaldization of Society. Thousand Oaks, CA: Sage. Basic
Weber, M.(various editions) Economy and society: an outline of interpretative sociology. Ch.11: ‘Bureaucracy’. Advanced
Gouldner, A.W. (1954) Patterns of industrial bureaucracy. New York: Free Press
Blau, P. (1955) The dynamics of bureaucracy. Chicago, Ill.: University of Chicago Press
Crozier, M. (1964) The bureaucratic phenomenon. Chicago, Ill.: University of Chicago Press
Albrow, M. (1996) Doorganisations have feelings? London: Routledge
Parker M. (2002) Against Management. Cambridge: Polity Press. (Chapter 2)
Reed M. (1996) ‘Organizational Theorizing’. In Clegg S., Hardy C. & Nord W. (eds), Handbook of Organization Studies. London: Sage. (Chapter 1.1). Advanced
Watson T. (2006, 2nd ed.), Organising and Managing Work. Harlow: FT-PrenticeHall. (Chapter 1). Basic
Seminar Reading andQuestion:
No seminar this week
Lectures (Holly Birkett)
Clegg et al., pp 457-464
Edwards, R. (1979) Contested terrain: the transformation of the workplace in the twentieth century. London: Heinemann
Littler, C.R. (1982) The development of the labour process in capitalistsocieties: a comparative study of the transformation of work organization in Britain, Japan and the USA. London: Heinemann
Friedman, A.L. (1977) Industry and labour: class struggle at work and monopoly capitalism. Basingstoke: Macmillan
Littler, C.R. (1985) “Taylorism, Fordism and job re-design.” In: Knights D., Willmott, H. & Collinson D.L. (eds.) Job redesign: critical perspectives on the labourprocess. London: Macmillan
Schwartzman H., (1993) Ethnography in Organizations. Qualitative Research Methods Series, Volume 27. Newbury Park, CA: Sage. [Hawthorne studies]. Basic
Carey A. (1967). ‘The Hawthorne Studies: A Radical Criticism;, American Sociological Review 32 (4), pp 403-416
Shenhav, Y. (1999) Manufacturing rationality: the engineering foundations of the managerial revolution. Oxford:...
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