Chapter
1.3 The Managerial Metamyth
1.4 The Culture of Organization: A Case Example
1.4.1 The Washington State Ferry System
1.4.2 Setting the Stage for the Imposition
1.4.3 The Imposition Begins in Earnest
1.4.4 Enter: The Managerial Metamyth
1.4.5 The Role of Automation
1.4.6 Aspects of DOT Ascendancy
1.4.7 The Imposition of Cultural Elements
1.5 A Culture-Sensitive Approach to the Study of Organization
Chapter 2 Interrelations Between Corporate Culture and Municipal Culture: The Lüneburg Saltworks as a Medieval Example
2.2 The General Conditions
2.3 The Organizational Symbolism
2.4 The Interrelations of Corporate and Municipal Culture
Chapter 3 Corporate Culture, the Catholic Ethic, and the Spirit of Capitalism: A Quebec Experience
3.2 Genesis of Capitalism and Evolutionary Differences Between the Ethics of Northern and Southern Europe from the 13th to the 18th Century
3.3 The ‘Unorthodox’ Management Style of the Cascades Company of Quebec: Crystallization of Elements of Another Capitalist Ethic?
Chapter 4 Dependency and Worker Flirting
4.3 Parasexual Behavior in the Relations Between Press Operators and Fitters
4.4 New Workers and Worker Flirting
Chapter 5 Culture and Crisis Management in an English Prison
5.2 The Role of the Governor
Part II. Power as a Symbolic Domain
Chapter 6 Zombies or People - What Is the Product of Work? Some Considerations About the Relations Between Human and Nonhuman Systems in Regard to the Socio-Technical-Systems Paradigm
Chapter 7 Organizations as Networks of Power and Symbolism
7.1.2 From Networks to Networking
7.2 Interorganizational Relations as Networks of Power and Symbolic Action
7.2.1 Power Relationship and Symbolic Action as Dynamic Interdependences
7.3 A and B: Two Networks of Mental Health Organizations
7.3.3 A and B: Power Relationships and Symbolic Actions
Chapter 8 Crashing in ’87: Power and Symbolism in the Dow
8.2 The Falling Sky: On Power, Culture, Control, and Consent
8.3 Postmodernism, Commodities, and Consent
8.4 Setting Your Own Stage
8.6 Smart Guys Don’t Lose and Corporations Can’t
8.7 In the Aftermath: Theory Redux
Part III. Management, Consultancy, and Metaphor
Chapter 9 Merchants of Meaning: Management Consulting in the Swedish Public Sector
9.1 Organizational Talk and Organizational Control
9.3 Diagnostics and Labels
9.4 Modelling and Metaphors
9.5 Creating Talking Networks
9.7 What Do Consultants Do?
Chapter 10 Metaphor Management: On the Semiotics of Strategic Leadership
10.1 Strategy Shaping as Culture
10.2 The Management of Meaning Paradigm
10.3 Metaphors in Strategic Decision Making
10.5 The Roots of Leading Symbols
10.6 A Study of Values Behind Symbols
Chapter 11 Culture and Management Training: Closed Minds and Change in Managers Belonging to Organizational and Occupational Communities
11.1 An Introduction: The Impact of the Cultural Approach on a Management Centre
11.2 The Research Project
11.3 The Main Findings of the Research Project
11.3.1 The Effect of the Programme on Individiual Dogmatism
11.3.2 Individual Dogmatism and Reference Cultures
Chapter 12 The ‘Commando’ Model: A Way to Gather and Interpret Cultural Data
12.1 The Concept of Organizational Culture
12.2 Some Starting-Points and Foundations
12.2.2 Level of Abstraction
12.3.6 Simulated Situations and Metaphors
12.6.2 The Birth of the Commando Model
Part IV. Style and Aesthetics
Chapter 13 The Collusive Manoeuvre: A Study of Organizational Style in Work Relations
13.1 Organizational Style
13.2 An Organizational Problematic
13.3 Material and Culture Values in Job Evaluation
13.4 The Situational Frame
13.4.1 Usurpationary Challenge
13.4.2 Corporate Impediment
13.4.3 Key Organization Personnel
Chapter 14 Aesthetics and Organizational Skill
Part V. Whole Organizations
Chapter 15 Computers in Organizations: The (White) Magic of the Black Box
15.1.1 The Mysteries of Cybernetically-Based, Computer-Assisted Management Control
15.1.2 A Note on Microcomputers
15.1.3 We Agree That It Is There, but We Disagree on What It Means
15.2 The Analyst: From Analogy to Model to Utopia
15.3 The Participants: From Mystery to Magic to Alchemy
15.4 Is There a Pilot in This Aircraft?
Chapter 16 The Organizational Sensory System
16.2 Visual and Acoustic Space
16.2.3 The Relationship Between Eye and Ear
16.4 Organizational Senses and Spaces
16.6 Methodological Issues
16.6.1 Methodological Problems
16.6.2 The Applied Method
16.7 Some Empirical Manifestations
16.7.2 Media and Their Interplay
16.7.5 Organizational Tactility
Chapter 17 The Dynamics of Organizational States of Being
17.1.1 Qualities and Characteristics
17.1.2 Operating Principles
17.2.1 Qualities and Characteristics
17.2.2 Operating Principles
17.3.1 Qualities and Characteristics
17.3.2 Operating Principles
17.4 General Implications for Organizations
17.4.1 Critical Assumptions
17.4.2 Dynamic Principles
17.4.3 Entropie Principle
17.4.4 Evolutionary Principle
17.4.5 ‘No Rules’ Principle
17.4.6 The Dynamics of Subsystems
17.4.8 Evolutionary Approach
17.4.9 Critical Mass Approach
17.4.10 ‘No Rules’ Approach
Part VI. Against Conclusions: Comments on Theory and Post-Modernism
Chapter 18 Seeing Through: Symbolic Life and Organization Research in a Postmodern Frame
18.1 The Frame of “Seeing Through: Symbolic Life and Organization Research in a Postmodern Frame”
18.3 What Is Metafiction?
18.5 Travers in One of His Own Voices
18.6 The Writing on the Wall
Chapter 19 Organizational Bricolage
19.1 Organizational Bricolage
19.3 Sperber and Symbolism
19.5 Eco and Anthropology
19.7.1 The Production and Employment of Objects Used for Transforming the Relationship Between Man and Nature
19.7.2 The Economic Exchange of Goods
19.7.3 Kinship Relations as the Primary Nucleus of Institutionalized Social Relations
19.8 The Name of the Roses
19.9 After the Fact, as Theory Arose
19.10 Against Conclusions
Authors’ Biographical Notes
Organizational Symbolism
( de Gruyter Studies in Organization )
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