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112: Hierarchies & Promotion -- The "Peter Principle" (Summary of Episode)
Manage episode 411442946 series 2416900
Вміст надано Talking About Organizations. Весь вміст подкастів, включаючи епізоди, графіку та описи подкастів, завантажується та надається безпосередньо компанією Talking About Organizations або його партнером по платформі подкастів. Якщо ви вважаєте, що хтось використовує ваш захищений авторським правом твір без вашого дозволу, ви можете виконати процедуру, описану тут https://uk.player.fm/legal.
We will provide our take on The Peter Principle, the book that provided the old adage, “In a hierarchy, everyone rises to their level of incompetence.” While the book was written as satire, it touched a nerve of many people frustrated about organizational life. A fun episode!
…
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314 епізодів
Manage episode 411442946 series 2416900
Вміст надано Talking About Organizations. Весь вміст подкастів, включаючи епізоди, графіку та описи подкастів, завантажується та надається безпосередньо компанією Talking About Organizations або його партнером по платформі подкастів. Якщо ви вважаєте, що хтось використовує ваш захищений авторським правом твір без вашого дозволу, ви можете виконати процедуру, описану тут https://uk.player.fm/legal.
We will provide our take on The Peter Principle, the book that provided the old adage, “In a hierarchy, everyone rises to their level of incompetence.” While the book was written as satire, it touched a nerve of many people frustrated about organizational life. A fun episode!
…
continue reading
314 епізодів
Toate episoadele
×The Talking About Organizations Podcast website is more than just a host for great conversations. It is also a resource for rising scholars of organization theory and management science. And so, to launch our 10th year of podcasting and with 120+ episodes covering so many great classics of organization studies, we decided the website and the program needed a boost. Part 1 is a conversation about professional knowledge in which we explain some of the challenges that organizations face in maintain their corporate base of knowledge and expertise…
In Part 2 on Zbaracki’s “The rhetoric and reality of Total Quality Management,” we look at contemporary examples of rhetoric-reality gaps. Not being confined to “business fads,” there are many other cases where threatened legitimacy of an organization can lead it to acting defensively and avoid public acknowledgement of significant problems. What can or should managers do to avoid getting caught in a “lie” (or a really robust “fish story”)?…
This month we explore a renowned multiple-case study commonly assigned as foundational readings in organization studies programs. Mark Zbaracki’s “The rhetoric and reality of Total Quality Management” chronicled the development and introduction of Total Quality Management (TQM) into the corporate environment, only to find that in many cases its implementation did not align with the promises made by leaders about process improvements nor did firms fully exercise all the practices and activities that TQM required. The question that Zbaracki posed was more than to what extent did this rhetoric-reality unfold, but why?…
Coming soon! You might not have heard of Total Quality Management (TQM) but you no doubt have encountered pre-packaged performance improvement programs like it. What happens when the promises and rhetoric surrounding such a program exceed the realities of its implementation? Such is the subject of Mark Zbaracki’s “The rhetoric and reality of Total Quality Management” that explored its implementation in several different sites, finding that oftentimes the pressures to maintain organizational legitimacy overtake all other considerations.…
In Part 2 on DiMaggio & Powell’s “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” we revisit the revisitation. 40 years following the article finds the world in the midst of the information age, while the article was still written in industrial times. Do the ideas still hold up, and might we consider isomorphism as more or less prevalent?…
In this episode, we discuss “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” a ground breaking article by sociologists Paul DiMaggio and Walter Powell in 1983. The authors argued that the traditional views of why organizations tended to assimilate one another was not explained by the pursuit of rationality or efficiency. Rather, they did so in response to many other stimuli such as regulatory pressures, professional norms, and the need to reduce uncertainty. But why “the iron cage revisited”? The article was inspired by Weber’s use of the metaphor to describe how bureaucratization was destined to enslave humanity. That it did not (at least not to the extent anticipated) spurred the question of why else do organizations model themselves after others in their fields.…
Coming soon! We will tackle “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizations,” a ground breaking article by sociologists Paul DiMaggio and Walter Powell in 1983. They argued that the traditional views of why organizations tended to assimilate one another was not explained by the pursuit of rationality or efficiency. Rather, they did so in response to many other stimuli such as regulatory pressures, professional norms, and the need to reduce uncertainty.…
The episode on Roethlisberger and Dickson concludes with a discussion of the contemporary meanings and importance of the Hawthorne studies. The authors concluded the book with the idea that executives should establish dedicated positions of leadership for mastering the human dimension of work in their firms and become experts in solving human problems so to maintain morale and optimize productivity. But was this heeded? Is it time to revisit this finding?…
We return for another look at the Hawthorne Studies through Fritz Roethlisberger and William Dickson’s 1939 book Management and the Worker. The work chronicles five years of experiments that initially sought the optimal conditions for increased worker performance but evolved into an examination of the social controls that worker exercise over themselves for self-preservation against managerial decisions. It also includes an introspective look into the researchers themselves as they had to design new experiments to make sense of the surprising and contradictory findings. The book is incredibly detailed and laid the foundation for the development of the Human Relations tradition in organization studies.…
We return for another look at the Hawthorne Studies through Fritz Roethlisberger and William Dickson’s 1939 book Management and the Worker . The work chronicles five years of experiments that initially sought the optimal conditions for increased worker performance but evolved into an examination of the social controls that worker exercise over themselves for self-preservation against managerial decisions. It also includes an introspective look into the researchers themselves as they had to design new experiments to make sense of the surprising and contradictory findings. The book is incredibly detailed and laid the foundation for the development of the Human Relations tradition in organization studies.…
This is the second half of our presentation of a symposium titled “Design Choices: Examining the Interplay of Organizational Structure and Digital Technologies” from the 2024 Annual Meeting of the Academy of Management. Here we will present an edited version of the question and answer session.
This month we present a recording of a symposium titled “Design Choices: Examining the Interplay of Organizational Structure and Digital Technologies” from the 2024 Annual Meeting of the Academy of Management. Digital technologies now underpin the very fabric of the workplace; how tasks are assigned, bundled, and monitored partially hinges on the design of such technologies. Four panelists discuss various perspectives on the matter including design thinking, disparities of structures and norms that the same technologies generate among different nations, and the need to formally differentiate design research from design practice.…
1 118: Organizational Structures & Digital Technologies – AoM 2024 Symposium (Summary of Episode) 5:08
This month we present a recording of a symposium titled “Design Choices: Examining the Interplay of Organizational Structure and Digital Technologies” from the 2024 Annual Meeting of the Academy of Management. Digital technologies now underpin the very fabric of the workplace; how tasks are assigned, bundled, and monitored partially hinges on the design of such technologies. Four panelists discuss various perspectives on the matter including design thinking, disparities of structures and norms that the same technologies generate among different nations, and the need to formally differentiate design research from design practice.…
We conclude our episode on economic sociology and valuation by looking at the impact work has had on contemporary research. Societies continue to wrestle with how to properly assign value to intangible things such as non-fungible tokens and other cryptocurrencies, “climate change,” and “social media.” There are also questions of the value and utility of expertise in legal proceedings – is it better to have the best expert as a witness or an expert who is a more effective communicator?…
Economic sociology bridges economics and sociology, exploring questions such as how social environments explain and influence economic activities. Of interest for this episode is the subfield of economic valuation , in which researchers have been studying how the monetary worth of something is formed or constructed. One influential work is Marion Fourcade’s “Cents and Sensibility: Economic Valuation and the Nature of ‘Nature’,” published in the American Journal of Sociology in 2011. The article explores the economic valuation of peculiar goods , things that are intangible or otherwise cannot be exchanged in a market yet have a social value, and uses a case study of the legal proceedings following oil spills in the US and France to explain why the monetary awards were calculated so differently from each other.…
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