John Hassard

Stephen Hill

Paul Blyton

Ken Starkey

Cover -- Half Title Page -- Title Page -- Copyright Page -- Original Title Page -- Original Copyright Page -- Contents -- List of figures -- List of tables -- Preface -- 1 Introduction -- 2 Time and industrial sociology -- 3 Time and work: a psychological perspective -- 4 Time and work : an economic analysis -- 5 Time and organization -- 6 Time and labour relations -- 7 Conclusions -- References -- Subject index -- Author index.

Time, Work and Organization

Alan McKinlay

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 link

From Panopticon to Technologies of Self

Foucault, Management and Organization Theory

The management topic of the 1980s was leadership; the major theme here in the 1990s is the learning organization. The topics discussed are under three headings: conceptualizing leadership and organizational learning; leadership as learning; and developing learning organizations.

How Organizations Learn

Paul W. Dobson

John Richards

This highly popular introduction to strategic management has nowbeen revised to take account of the latest developments in thefield. New edition of a highly popular introduction to strategicmanagement. Provides a clear framework for understanding the issues incorporate strategy, supported by current case examples. Revised to take account of the latest development in thefield. Now features twelve new cases. Includes new chapters on issues relating to the resource-basedview of the firm, innovation, learning, and the ‘neweconomy’. Includes a new concluding chapter looking at present and futureissues in strategic management. Continues to combine the latest management concepts with andemphasis on current business applications and implementation.

Ken Starkey

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