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This major new book offers a comparative survey of management,
labour and productivity politics in twentieth century Europe. The
authors detailed assessments of industrial and political campaigns
to raise productivity growth in Britain, Germany and Sweden during
this century. Ranging from explorations of the high politics of the
nation state and the impact of the Marshall plan on the European
countries, to careful assessments of the productivity struggles
which took place in the coal mining and metal working industries of
modern Europe, each of these essays provides a rich context for
understanding the rise and fall of the social democratic project in
the reconstruction of Western Europe. The contributors critically
assess claims that workers' participation in economic
decision-making was a natural feature of modern production, while
also emphasising the significance of economic reforms which were
enacted in the post-war years. Management, Labour and Industrial
Politics in Modern Europe offers a deeper understanding of the
performance of the European economies and the politics of
reconstruction by combining an analysis of state initiatives with
an examination of the strategies pursued by management and labour
in the key sectors of European industry in these decades.
In the last two decades there has been an explosion of research
inspired by Michel Foucault's suggestion of a new concept,
'governmentality'. The distinctive feature of modern
governmentality is that across all sorts of fields, rule is
predicated upon the active subject as the vehicle through which-and
by which-power is exercised. The appeal of governmentality is that,
whether we are considering the workplace, the school or welfare
regimes, it opens up new ways of looking at familiar institutions.
Foucault and Managerial Governmentality is about Michel Foucault's
concept of governmentality. The novelty of this concept is that
looks at the ways that populations and organisations are imagined
in ways that premise collective gains through expanding individual
freedoms. Specifically, how are technologies of freedom devised
that improve the overall performance-health, productivity, or
parental responsibility-of a given population? Understanding the
operation of technologies of control is a simple enough task,
argues Foucault, but also one that blinds us to the increasing
prevalence of technologies of freedom. Foucault and Managerial
Governmentality aims not just to locate this concept in Foucault's
wider research project but to apply it to all sorts of management
techniques. By applying governmentality to questions of management
and organization we will also develop Foucault's original, somewhat
sketchy concept. This book has three innovative narratives: an
awareness of the historicity of the concept; the application of
governmentality to specific forms of management means that we
escape the temptation to read any and all forms of technology and
organization as an expression of neoliberalism; and, finally, the
interviews with Peter Miller and Nikolas Rose provide unique
intellectual and personal insights into the development of the
governmentalist project over the last thirty years.
In the last two decades there has been an explosion of research
inspired by Michel Foucault's suggestion of a new concept,
'governmentality'. The distinctive feature of modern
governmentality is that across all sorts of fields, rule is
predicated upon the active subject as the vehicle through which-and
by which-power is exercised. The appeal of governmentality is that,
whether we are considering the workplace, the school or welfare
regimes, it opens up new ways of looking at familiar institutions.
Foucault and Managerial Governmentality is about Michel Foucault's
concept of governmentality. The novelty of this concept is that
looks at the ways that populations and organisations are imagined
in ways that premise collective gains through expanding individual
freedoms. Specifically, how are technologies of freedom devised
that improve the overall performance-health, productivity, or
parental responsibility-of a given population? Understanding the
operation of technologies of control is a simple enough task,
argues Foucault, but also one that blinds us to the increasing
prevalence of technologies of freedom. Foucault and Managerial
Governmentality aims not just to locate this concept in Foucault's
wider research project but to apply it to all sorts of management
techniques. By applying governmentality to questions of management
and organization we will also develop Foucault's original, somewhat
sketchy concept. This book has three innovative narratives: an
awareness of the historicity of the concept; the application of
governmentality to specific forms of management means that we
escape the temptation to read any and all forms of technology and
organization as an expression of neoliberalism; and, finally, the
interviews with Peter Miller and Nikolas Rose provide unique
intellectual and personal insights into the development of the
governmentalist project over the last thirty years.
This book traces how abstract managerial ideas about maximizing
production flexibility and employee freedom were translated into
concrete, day-to-day practices at the Motorola plant in East
Kilbride, UK. Using eyewitness accounts, the book describes how
employees dealt with the increased freedom Motorola promoted
amongst its employees, how employees adapted to managerial changes,
specifically the elimination of large-scale management, and where
the 'managerless' system came under strain. This book will be of
essential reading for researchers, graduate students, and
undergraduates interested in the areas of management studies, human
resource management, and organizational studies, among others.
This book traces how abstract managerial ideas about maximizing
production flexibility and employee freedom were translated into
concrete, day-to-day practices at the Motorola plant in East
Kilbride, UK. Using eyewitness accounts, the book describes how
employees dealt with the increased freedom Motorola promoted
amongst its employees, how employees adapted to managerial changes,
specifically the elimination of large-scale management, and where
the 'managerless' system came under strain. This book will be of
essential reading for researchers, graduate students, and
undergraduates interested in the areas of management studies, human
resource management, and organizational studies, among others.
This volume draws together critical assessments of Michel
Foucault's contribution to our understanding of the making and
remaking of the modern organization. The volume provides a valuable
summary of Foucault's contribution to organization theory, which
also challenges the conventions of traditional organizational
analysis. By applying Foucauldian concepts such as discipline,
surveillance and power/knowledge, the authors shed new light on the
genesis of the modern organization and raise fresh questions about
organization theory. The bureaucratic career is, for example,
analyzed as a disciplinary device, a mechanism that seeks to alter
rational choice rather than constrain bodies. This raises questions
about Foucault's linking of the modern organization's birth with
the enlightenment. Other contributions review the impact of
totalizing managerial discourses and the limits and possiblities of
resistance, and question the profound pessimism of Foucault. The
volume concludes by examining the implications of Foucault's later
work in which he suggests that people are much freer than they
feel.
Foucault, Management, and Organization Theory draws together critical assessments of the contribution of Michel Foucault to our understanding of the making and remaking of the modern organization. By applying Foucauldion concepts such as discipline, surveillance, and power/knowledge, the authors shed new light on the genesis of the modern organization and raise fresh questions for organization theory. The bureaucratic career is, for example, analyzed as a disciplinary device that superseded corporal forms of control, mechanisms that sought to alter rational choices rather than constrain bodies. In turn, historical investigation raises questions about FoucaultĘs identification of the birth of the modern organization with the enlightenment. Other contributions review the impact of totalizing managerial discourses and the limits and possibilities of resistance. Here empirical research questions the profound pessimism of Foucault whose projects rely exclusively on, for instance, the designers of prisons and completely neglect the forgotten voices of inmates. Foucault, Management, and Organization Theory will provide students and lecturers with a valuable summary of FoucaultĘs contribution to organization theory while challenging some of the convention of traditional organizational analysis.
Organizational learning, the examination of how organizations learn
as groups rather than as individuals, is a fast growing area of
interest, and is now considered an essential factor in business
success. This new edition of an already popular text critically
examines traditional assumptions about organization and strategy,
providing key readings by renowned international authors to help
the reader understand and manage the challenge of organizational
learning. How Organizations Learn links the two key concepts of
leadership and the learning organization in this text, bringing
together the key theories and suggesting new directions for
studying and managing organizations. The choice of readings
highlights the potential synergy between leading and learning, and
how organizational structure and management processes impact upon
learning, and includes work by numerous key academics. This will be
a core text for courses in Organizational Learning and Knowledge
Management at advanced undergraduate, MBA and executive training
level, and a supplementary text for courses in Strategic
Management, HRM and OB.
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