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The Politics of organizational decision-making

Author: Pettigrew, Andrew M. Series: International behavioural and social sciences library: organizational behaviour ; 6 Publisher: Routledge 2001.Language: EnglishDescription: 302 p. ; 22 cm.ISBN: 9780415488358Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6950.5 .P48 2001
(Browse shelf)
001258356
Available 001258356
Total holds: 0

Includes bibliographical references and index

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The Politics of Organizational Decision-Making Contents page ACKNOWLEDGEMENTS PREFACE xiii XV 1 Conceptual Orientations Theories of organizational decision-making Non-programmed innovative decisions Decision-making as a Political Process The organization as a political system Power and organizational decision-making Theoretical bearings The Setting: Overview of Events 1955-68 History of computer developments in Michaels stores 1955-64 The structure of the Management Services department The 1966-8 computer decision The Research Process The interdependence of theory and method Study of the ongoing decision process The historical study Specialization as an Emergent Process: Phase One A note on historical explanation The task environment of systems analysts and programmers Computer activities in Michaels 1957-61: the programmers in control Conclusion: phase one 1 5 11 16 16 23 30 32 32 40 42 52 53 56 65 76 79 81 83 96 2 3 4 5 6 Specialization as an Emergent Process: Phase Two Computer activities in Michaels 1962-4 Changes in the relative status of the major occupa tional groups in the British computer industry 1957-68 Conclusion: phase two Strategies of Power Acquisition and Maintenance 1957-66 Power resources and dependency Power relations in Michaels 1957-61 Power relations in Michaels 1962-6 Conclusion The Disparity of Demands in an Innovative Decision Process The conflicting preferences of Kenny, Reilly, and Turner Factors promoting disparity in the demandgenerating process The historical factors Complexity and uncertainty in innovative decisions External pressures contributing to internal uncertainty and conflict Summary and conclusion 100 101 120 136 138 139 140 148 166 168 170 192 194 217 224 226 229 229 233 240 252 257 265 267 276 293 297 7 8 9 The Sources and Use of Power in an Innovative Decision Process Power mobilization The technical gatekeeper: information as a power resource Political access: extent of role set as a power resource Assessed stature The marketing strategies of the computer manufacturers Summary and conclusion Conclusion REFERENCES AUTHOR INDEX SUBJECT INDEX 10

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