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Bureaucratic Organization (bureaucratic + organization)
Selected AbstractsRethinking "make do": Action "from the side" and the politics of segmentation in the Republic of MacedoniaAMERICAN ETHNOLOGIST, Issue 1 2009VASILIKI P. NEOFOTISTOS ABSTRACT In this article, I examine the social performance of bodily movement "from the side" in bureaucratic institutions in Macedonia, specifically, how locals use their bodies to weave their way in and out of insider,outsider classifications that shape bureaucratic organization. Additionally, I explore how Macedonians and Albanians use, in common parlance, bodily movement "from the side" as a metaphor to lend different meanings to a new sociopolitical order wrought by the collapse of socialism. The case study of Macedonia helps refine theories of "make do" by pointing to the shifting degrees of insiderhood and outsiderhood within the body of insiders. [embodiment, bureaucracy, make do, insider,outsider classifications, make do, Macedonia] [source] The New Bureaucracies of Virtue or When Form Fails to Follow FunctionPOLAR: POLITICAL AND LEGAL ANTHROPOLOGY REVIEW, Issue 2 2007Charles L. Bosk As the prospective review of research protocols has expanded to include ethnography, researchers have responded with a mixture of bewilderment, irritation, and formal complaint. These responses typically center on how poorly a process modeled on the randomized clinical trial fits the realities of the more dynamic, evolving methods that are used to conduct ethnographic research. However warranted these complaints are, those voicing them have not analyzed adequately the logic in use that allowed the system of review to extend with so little resistance. This paper locates the expansion in the goal displacement that Merton identified as part of bureaucratic organization and identifies the tensions between researchers and administrators as a consequence of an inversion of the normal status hierarchy found in universities. Social scientists need to do more than complain about the regulatory process; they also need to make that apparatus an object for study. Only recently have social scientists taken up the task in earnest. This paper contributes to emerging efforts to understand how prospective review of research protocols presents challenges to ethnographers and how ethnographic proposals do the same for IRBs (Institutional Research Boards). This essay extends three themes that are already prominent in the literature discussing IRBs and ethnography: (1) the separation of bureaucratic regulations,policies,and procedures from the everyday questions of research ethics that are most likely to trouble ethnographers; (2) the goal displacement that occurs when the entire domain of research ethics is reduced to compliance with a set of federal regulations as interpreted by local committees; and (3) the difficulties of sense making when ethnographers and IRB administrators or panel members respond each to the other's concerns. [source] Work status and organizational citizenship behavior: a field study of restaurant employeesJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2001Christina L. Stamper This survey-based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full-time and part-time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part-time employees exhibited less helping organizational citizenship behavior than full-time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part-time workers than to full-time. For voice, preferred work status was equally important to part-time and full-time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd. [source] Success and failure in bureaucratic organizations: the role of emotion in managerial moralityBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 4 2004Business Ethics, James A. H. S. Hine Senior Lecturer in Organizational Studies First page of article [source] | |||||||||||||