ORGANIZATION THEORY: TENSION AND CHANGE 1. INTRODUCTION: DEFINITIONS AND CONCEPTIONS Organization: Elements, A Definition and Images W. Richard Scott's Elements of Organization Richard Hall's Definition of Organization Gareth Morgan's Images of Organization Classical Social Theory and Organizational Analysis Karl Marx Emile Durkheim Max Weber Contemporary Social Theory and Organizational Analysis Structural Functionalism Conflict Theory Symbolic Interactionism Summary 2. CONCEPTUAL FRAMEWORK FOR THE ANALYSIS OF ORGANIZATION THEORY Levels of Organizational Analysis and Transaction Tension #1: Controlling The Human Factor Organizational Behavior and the Human Factor Marxist Theory and the Unique Nature of Labor Philosophical Status of the Human Factor The Human Factor and the Reformulation of Organization Theory and Management Practice Tension #2: Differentiation and Integration The Technical Division of Labor: Intraorganizational Dynamics The Social Division of Labor: Interorganizational Dynamics A Note on Organizational Tensions and Ascribed Characteristics Paradox: The Underlying Source of Organizational Tension Models of Organizational Paradox Three Cases of Organizational Paradox Summary 3. THE RISE OF THE FACTORY SYSTEM Introduction The Formal Subordination of Labor: Creating A Human Factor of Production The Real Subordination of Labor: Disciplining the Human Factor Traditional Habits and Cultures Early Strategies and Assumptions Scientific Management in Theory Motivation for the Theory The Principles and Stages Assessment and Consequences Scientific Management in Practice: The Hoxie Study Scientific Management: The Broader Context Summary 4. THE HUMAN ORGANIZATION The Hawthorne Revelations and Beyond The Hawthorne Experiments: The Human Factor Observed Interpeting the Results Hawthorne and the Revision of Organization Theory Roethlisberger and Dickson Elton Mayo Chester's World: Barnard's Theory of Organization and Management The Organization and the Individual Common Moral Purpose Humanistic Management Practice Human Relations and Human Needs From Human Relations to Human Resources Leadership Beyond Legitimate Authority Four Approaches to Leadership Does Leadership Matter? Summary 5. BUREAUCRACY, RATIONALIZATION, AND ORGANIZATION THEORY Weber and the Rational-Bureaucratic Model Weber and the Dilemma of Authority Bureaucratic Dysfunctions and Unintended Consequences Robert Merton: The Bureaucratic Personality Alvin Gouldner: Patterns of Industrial Bureaucracy Peter Blau: Dynamics of Bureaucracy Philip Selznick: Bureaucracy as Institution Robert Jackall: Bureaucracy as a Moral Maze Operationalizing the Rational Model: Administrative Science Henri Fayol James Mooney and Allen Reiley Herbert Simon Bureaucratic Rationalization and Domination Arguments of Classical And Critical Social Theory Bureaucratic Domination and Marxist Theory Bureaucracy's Other Face McDonaldization: Diffusion of the Bureaucratic Ethos The Principles of McDonaldization Application to Higher Education The Charges against Bureaucracy Summary 6. EMERGING ORGANIZATIONAL FORMS: BEYOND FORDISM Fordism Features of the Fordist Model The Demise of Fordism The Transition from Fordism to New Forms Toward Alternative Organizational Models Toyotaism Lean Production: "The Machine that Changed the World" Lean Production in Practice The Flexibility Paradigm Flexible Specialization Lean and Mean, or Fat and Mean? Forms of Flexibility Summary 7.

EMERGING ORGANIZATIONAL PARADIGMS: POST- BUREAUCRACY, CULTURE, AND KNOWLEDGE Postbureaucrati.