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Organizational Analysis (organizational + analysis)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	40%

Selected Abstracts

Jaques and the early years in Australia

INTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 4 2005
Sir Roderick Carnegie
Abstract The Chief Executive Officer (CEO) of any organization, by the nature of his or her title and role, sets the culture (the "how we do things around here") which becomes either paranoiagenic or trust-inducing to greater or lesser extremes. This account of one CEO emphasizes the relationships between past managerial experiences, the business requirements of a highly competitive industry, the nature of the impact of local government on globally dispersed installations, and an intense interest in bringing together a better understanding of trust-inducing top-down managerial leadership. Thus follows an examination of one CEO's journey with a nascent body of research and the researcher as, together, they struggle with understanding what requirements and actions will be interpreted as not only "good for the company" but also "good for me" as an employee. The paper describes the added value of a CEO's systematic organizational analysis and structural design of a managerial work system focused on the employment of the discretion and judgment of each employee within appropriate role boundaries, thereby inserting a large amount of psychologically sound, creative problem-solving focused on competitive business outcomes. It develops understanding of the business reasons for fair pay for levels of work assigned, and the recognition of current potential capability and development of individuals as they naturally mature in future potential capability to handle more complex assignments. Copyright © 2005 John Wiley & Sons, Ltd. [source]

An innovative approach to the theory and practice of organizational analysis: my journey with Elliott Jaques

INTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 4 2005
Aldo Schlemenson
Abstract This article highlights the author's experience working with Elliott Jaques and his theory for over 35 years in Argentina. It examines the development of Jaques' theoretical approach to organizational theory over two decades, transforming from a psychological to a social theoretical framework. Emphasis is put in the notions of the organizational structure, the hierarchical managerial system, stratification, and the managerial accountability in a manner that allows for a systematic analysis. The "time-span of discretion" instrument is the means for evaluating jobs and for having access to extant organization. This approach allows a process of change combining effectiveness with a humanistic democratization of the workplace and ethics. This article provides examples of projects implemented in the public administration area, verifying the consistency of the theory and its practical applications, in particular concerning individual capabilities, the talent pool, and their evaluation. It contains a Foreword by Dr Carlos Silvani, International Monetary Fund, Washington, D.C. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Places and Spaces: The Role of Metonymy in Organizational Talk

JOURNAL OF MANAGEMENT STUDIES, Issue 8 2004
Gill Musson
abstract Cultural meaning making as reflected in, and constituted by, organizational talk is an established field of interest in organizational analysis. However, the discursive mechanics of the process whereby this cultural meaning making is created and maintained are less well understood. The premise of this paper is that taken-for-granted assumptions embedded in organizational talk can be explored through the analysis of metonymy, a trope which is under explored in the linguistic turn in organization studies. This lack of focus on metonymy is, we believe, related to the fundamentally conventional nature of the trope in use, which expresses ideas, values and relationships that seem natural, normal and routine but which are culturally bound. We address this gap and carry out a metonymical analysis of organizational talk about physical places and spaces in one organization, to show how cultural norms and meanings are reflected, maintained, and potentially changed in these figures of speech. We show how metonymic chains based on buildings can reflect, reify and simplify the symbolic order of the organization, how these symbolic meanings can be transferred on to other inanimate objects and the constructions thereby spread, how people can be constructed within this symbolic chain, and how these metonymic chains can be invoked to potentially confirm, challenge or change the organizational order. [source]

Talking Cop: Discourses of Change and Policing Identities

PUBLIC ADMINISTRATION, Issue 4 2003
Annette Davies
This paper presents empirical and theoretical analysis of the enactment of New Public Management (NPM) within the UK police service. It draws on empirical material gathered in a two-year study that explores the ways in which individual policing professionals have responded to, and received, the NPM discourse. Theoretically informed by a discursive approach to organizational analysis, the paper focuses on the new subject positions promoted within NPM that serve to challenge traditional understandings of policing organization and identities. The paper examines the implications of this for policies that promote community orientated policing (COP) and increased inter-agency partnership. The paper argues that the promotion of a more progressive form of policing, based on community orientation and equality principles, may struggle to gain legitimacy within the current performance regime that legitimizes a competitive masculine subjectivity, with its emphasis on crime fighting. [source]

The Child Welfare System: Through the Eyes of Public Health Nurses

PUBLIC HEALTH NURSING, Issue 4 2005
Janet U. Schneiderman
Abstract,Objective: This qualitative descriptive study investigates how public health nurses working within the child welfare system view the organization and the organization's effect on their case management practice. Design: Semistructured interviews were conducted utilizing the Bolman,Deal Organizational Model. This model identifies four frames of an organization: symbolic, human resources, political, and structural. Sample: A purposive sample of nine nurses and one social worker was selected to participate in comprehensive interviews. Results: Data analysis identified two main themes. The first theme was the presence of organizational structural barriers to providing case management. The second theme was the lack of political influence by the nurses to change the structure of the organization; hence, their skills could be more completely utilized. Conclusions: Public health nurses who work in child welfare will need to systematically analyze their role within the organization and understand how to work in "host settings." Nursing educators need to prepare public health nurses to work in non-health care settings by teaching organizational analysis. [source]