Efnisyfirlit

• Cover page
• Dedication
• Title
• Copyright
• Contents
• Preface
• Acknowledgments
• PART I: AN OVERVIEW
  • 1. INTRODUCTION
• PART II: SOME IMAGES OF ORGANIZATION
  • 2. MECHANIZATION TAKES COMMAND: ORGANIZATIONS AS MACHINES
    • Machines, Mechanical Thinking, and the Rise of Bureaucratic Organization
      • The Origins of Mechanistic Organization
      • Classical Management Theory: Designing Bureaucratic Organizations
      • Scientific Management
    • Strengths and Limitations of the Machine Metaphor
  • 3. NATURE INTERVENES: ORGANIZATIONS AS ORGANISMS
    • Discovering Organizational Needs
    • Recognizing the Importance of Environment: Organizations as Open Systems
    • Contingency Theory: Adapting Organization to Environment
    • The Variety of the Species
    • Contingency Theory: Promoting Organizational Health and Development
    • Natural Selection: The Population-Ecology View of Organizations
    • Organizational Ecology: The Creation of Shared Futures
    • Strengths and Limitations of the Organismic Metaphor
  • 4. LEARNING AND SELF-ORGANIZATION: ORGANIZATIONS AS BRAINS
    • Images of the Brain
    • Organizations as Information Processing Brains
    • Creating Learning Organizations
      • Cybernetics, Learning, and Learning to Learn
      • Can Organizations Learn to Learn?
      • Guidelines for “Learning Organizations”
    • Organizations as Holographic Brains
      • Principles of Holographic Design
    • Strengths and Limitations of the Brain Metaphor
  • 5. CREATING SOCIAL REALTY: ORGANIZATIONS AS CULTURES
    • Culture and Organization
      • Organization as a Cultural Phenomenon
      • Organization and Cultural Context
      • Corporate Cultures and Subcultures
    • Creating Organizational Reality
      • Culture: Rule Following or Enactment?
    • Organization: The Enactment of a Shared Reality
    • Strengths and Limitations of the Culture Metaphor
  • 6. INTERESTS, CONFLICT, AND POWER: ORGANIZATIONS AS POLITICAL SYSTEMS
    • Organizations as Systems of Government
    • Organizations as Systems of Political Activity
      • Analyzing Interests
      • Understanding Conflict
      • Exploring Power
    • Managing Pluralist Organizations
    • Strengths and Limitations of the Political Metaphor
  • 7. EXPLORING PLATO’S CAVE: ORGANIZATIONS AS PSYCHIC PRISONS
    • The Trap of Favored Ways of Thinking
    • Organization and the Unconscious
      • Organization and Repressed Sexuality
      • Organization and the Patriarchal Family
      • Organization, Death, and Immortality
      • Organization and Anxiety
      • Organization, Dolls, and Teddy Bears
      • Organization, Shadow, and Archetype
      • The Unconscious: A Creative and Destructive Force
    • Strengths and Limitations of the Psychic Prison Metaphor
  • 8. UNFOLDING LOGICS OF CHANGE: ORGANIZATION AS FLUX AND TRANSFORMATION
    • Autopoiesis: Rethinking Relations With the Environment
      • Enactment as a Form of Narcissism: Organizations Interact With Projections of Themselves
      • Identity and Closure: Egocentrism Versus Systemic Wisdom
    • Shifting “Attractors”: The Logic of Chaos and Complexity
      • Managing in the Midst of Complexity
    • Loops, Not Lines: The Logic of Mutual Causality
    • Contradiction and Crisis: The Logic of Dialectical Change
      • Dialectical Analysis: How Opposing Forces Drive Change
      • The Dialectics of Management
    • Strengths and Limitations of the Flux and Transformation Metaphor
  • 9. THE UGLY FACE: ORGANIZATIONS AS INSTRUMENTS OF DOMINATION
    • Organization as Domination
    • How Organizations Use and Exploit Their Employees
      • Organization, Class, and Control
      • Work Hazards, Occupational Disease, and Industrial Accidents
      • Workaholism and Social and Mental Stress
      • Organizational Politics and the Radicalized Organization
    • Multinationals and the World Economy
      • The Multinationals as World Powers
      • Multinationals: A Record of Exploitation?
    • Strengths and Limitations of the Domination Metaphor
• PART III: IMPLICATIONS FOR PRACTICE
  • 10. THE CHALLENGE OF METAPHOR
    • Metaphors Create Ways of Seeing and Shaping Organizational Life
    • Seeing, Thinking, and Acting in New Ways
  • 11. READING AND SHAPING ORGANIZATIONAL LIFE
    • The Multicom Case
    • Interpreting Multicom
      • Developing a Detailed Reading and “Storyline”
      • Multicom From Another View
    • “Reading” and Emergent Intelligence
  • 12. POSTSCRIPT
  • Bibliographic Notes
    • 1: Introduction
    • 2: The Machine Metaphor
    • 3: The Organismic Metaphor
    • 4: The Brain Metaphor
    • 5: The Culture Metaphor
    • 6: The Political Metaphor
    • 7: The Psychic Prison Metaphor
    • 8: The Flux and Transformation Metaphor
    • 9: The Domination Metaphor
    • 10: The Challenge of Metaphor
    • 11: Reading and Shaping Organizational Life
    • 12: Postscript
  • Bibliography
  • Index
  • About the Author

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