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When organization fails : why authority matters

Author: James R Taylor; Elizabeth J Van Every
Publisher: New York, NY : Routledge, 2014.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
"When Organization Fails develops an entirely new field area of investigation, the study: of authority., which is only now beginning to be recognized as an area where a new generation of scholars can make their reputation as experts. The As a topic, of authority is has rarely rarelyif ever been addressed in depth in the literature on management and organizational communication, even though it is crucial to the  Read more...
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Details

Document Type: Book
All Authors / Contributors: James R Taylor; Elizabeth J Van Every
ISBN: 9780415741675 041574167X 9780415741668 0415741661
OCLC Number: 862102682
Description: xxi, 220 pages ; 23 cm
Contents: Part I Organizational Adaptation to a Changing Social and Technological Environment: The Hazard of Dissonant Practitioner and Managerial Responses 1 --
1 Thirdness as the Basis of Authority 3 --
Authority of Position Versus Authority of Expertise 3 --
Our Initial Hypotheses: The Chapter Plan 5 --
Peirce's Understanding of Thirdness 7 --
Greimas and Thirdness 12 --
2 Entanglements of Authority 20 --
Simmel's Version of Thirdness 21 --
Systemic Implications 25 --
Why Authority Is Inherently Problematic 28 --
Why Organization Sometimes Fails: Our Hypothesis 31 --
A Word on Our Own Approach to Research 34 --
3 "Paper Wraps Stones" (Management Kills Its Most Popular TV Program) 36 --
Introduction 36 --
Seven Days 26 --
Watson's Account 44 --
LaPierre's Testimony 46 --
Mr. Walker's Account of the Same Events 51 --
Accounts and How they Construct Imbrication 61 --
4 "Scissors Cut Paper" (The Producers Counter-attack) 64 --
Introduction 54 --
Leiterman's Testimony 65 --
And the People in the Middle? 74 --
Haggan's Testimony 77 --
The "French Connection": The View from Montreal 81 --
5 "Stones Break Scissors" (The President Has the Last Word) 85 --
Mr. Ouimet Meets the Committee 85 --
The End of Seven Days 95 --
Hypotheses 97 --
Part II One Horse, Many Drivers: The Complexity of Interorganizational Collaboration 105 --
6 Incis 107 --
How INCIS Began 108 --
The New Zealand Context 108 --
Sergeant Duncan's Account 112 --
Edward Simon's Account 115 --
7 Writing the "Law" (The Contract): Many Agendas 123 --
The Police Experience of INCIS; A Learning Curve 124 --
What Tingley Found 126 --
The IBM Experience of INCIS 132 --
Harold Stone's Recollection of INCIS 133 --
James Fenwick's Recollection 135 --
Contract Negotiations: A Time of Intense Stress 137 --
An Imbrication of Thirds? 144 --
8 Position Versus Practice: Contests of Authority 146 --
The Managerial Framework for INCIS 147 --
Governance and Management of INCIS "Became to Some Degree Dysfunctional" 153 --
The "Delegation": A Cry of Alarm 165 --
The "Working Issue" 169 --
Systemic Effects Seen in a Different Light 174 --
9 The Project: A Different Kind of Authoring 175 --
Introduction 175 --
Merging Two Communities of Practice into a Team 176 --
Working Through to a Negotiation of Authority 183 --
INCIS in the To and Fro of Mixed Geographies 185 --
Aftermath 192 --
Dave's "Hospital Pass" 193 --
10 Why Authority Matters 196 --
Why Innovation Generates Opposition 198 --
Why Imbrication Complicates the Renegotiation of the Relationship 199 --
Why, Confronted with Innovation, Imbrication Can Be Dysfunctional: Peirce Again 200 --
Summing Up 205.
Responsibility: James R. Taylor and Elizabeth J. Van Every.

Abstract:

"When Organization Fails develops an entirely new field area of investigation, the study: of authority., which is only now beginning to be recognized as an area where a new generation of scholars can make their reputation as experts. The As a topic, of authority is has rarely rarelyif ever been addressed in depth in the literature on management and organizational communication, even though it is crucial to the maintenance of unity of purpose and action of the organization, and is a concept much freuently used cited by organizational members themselves. Utilizing two case studies, examined in depth and based on the accounts of those involved, this work book explores the pathology of authority, when it fails. It also offers a theoretical foundation that aims to illuminatinge the topic of authority by positioning it in communication theory. Theis volume, as well as being aimed at a general readership, is also intended for scholars and graduate students in organizational communication, leadershipdiscourse analysis, consultants and management experts worldwide"--

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