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Cultural Reflection in Management

by Łukasz Sułkowski (Author)
Monographs 278 Pages

Table Of Content

  • Cover
  • Title
  • Copyright
  • About the author
  • About the book
  • This eBook can be cited
  • Contents
  • Introduction
  • 1 Cultural trend in management
  • 1.1 The development of the cultural trend in management
  • 2 Paradigm of functionalism in organizational culture
  • 2.1 The functionalist understanding of culture in management
  • 2.2 Elements of organisational culture
  • 2.3 Models of organisational culture
  • 2.4 One-dimensional typologies of organisational culture
  • 1 Weak culture – strong culture
  • 2 Positive culture – negative culture
  • 3 Bureaucratic culture – pragmatic culture
  • 4 Introvert culture – extrovert culture
  • 5 Conservative culture – innovative culture
  • 6 Hierarchical culture – egalitarian culture
  • 7 Individualist culture – collectivist culture
  • 2.5 Multidimensional typologies of organisational culture
  • 2.6 A 3D model and typology of organisational culture
  • 1 Hierarchy – equality
  • 2 Individualism – community
  • 3 A high tolerance for uncertainty – a low tolerance for uncertainty
  • 2.7 Functions of organisational culture
  • 2.8 Critical opinions of the functionalist approach to culture in management
  • 3 Culture of society in management
  • 3.1 Comparative cross-cultural studies
  • 3.2 Significance of cultural circles
  • 3.3 The cultural conditions of competitiveness
  • 3.4 Convergence of cultures
  • 3.5 Modern consumerist culture
  • 4 Culture and organisational culture from the neoevolutionary perspective
  • 4.1 Neoevolutionism in management science
  • 4.2 Culture from the neoevolutionary perspective
  • 4.3 Memes and culture
  • 4.4 The evolutionary roots of organisational culture
  • 4.5 Neoevolutionism and other paradigms in cultural research
  • 5 The interpretative understanding of culture in management
  • 5.1 A description of the interpretative-symbolic paradigm
  • 5.2 Concepts of symbolic interactionism in management
  • 1 Social constructivism
  • 2 The organisational process understood as building a social agreement
  • 3 The cognitive role of language
  • 4 Entanglement in praxis
  • 5 Management as a symbolic activity
  • 6 Qualitative methodology of the IS paradigm
  • 5.3 Interpretative vision of culture in management
  • 5.4 Organisation identity and organisational culture
  • 6 The radical vision of culture in management
  • 6.1 Critical management studies
  • 6.2 The critical understanding of organisational culture
  • 6.3 Emancipation aims of cultural criticism
  • 1 Democratisation of organisations
  • 2 Rejection of violence through reflection of the culture
  • 3 Methods which emancipate marginalised groups in organisations
  • 4 Popularisation of emancipation culture
  • 5 Anti-functionalism
  • 6 Methodology of the critical research into culture
  • 7 Critical methodological pluralism
  • 8 Critical organisational culture
  • 9 Development of humanist management projects through the radicalisation of methods
  • 6.4 Limitations of the critical current in management
  • 7 The cultural changeability of organisations
  • 7.1 Cultural conditions of organisational changes
  • 7.2 Functionalist changed in culture
  • 7.3 Interpretative approach to cultural changes
  • 7.4 Emancipatory cultural changes
  • 7.5 The metaphorical research method in organisational culture
  • Summary
  • List of figures
  • List of tables
  • Series Page

cover

Bibliographic Information published by the Deutsche
Nationalbibliothek

The Deutsche Nationalbibliothek lists this publication in
the Deutsche Nationalbibliografie; detailed bibliographic
data is available online at
http://dnb.d-nb.de.

Library of Congress Cataloging-in-Publication Data
A CIP catalog record for this book has been applied for at the
Library of Congress.

About the author

Lukasz Sulkowski is a Polish professor of economics and humanities, the president of the Management Board of PCG, Poland (part of international corporation Public Consulting Group), the Chair of HEI’s Management Department at the Faculty of Management and Social Communication of the Jagiellonian University, a professor at Clark University and the Chair of the Management Department at the University of Social Sciences in Lodz, Poland, and the director of Clark University Branch Campus. He participated in several professional, international associations: Reseau PGV (steering committee), IFERA, EURAM, AAofM. He is also the author of ca. 200 papers (ca. 80 Scopus, WoS or JCR) and 16 books. He was the main investigator of 18 research projects. Since 2008, he has been the editor-in-chief of Journal of Intercultural Management. He has received numerous awards from the Rector of the Jagiellonian University in Cracow, Clark University, and the University of Social Sciences. His main research interests are HEI’s and public management, critical management studies, development of human resources, intercultural management, and family enterprises.

About the book

Culture in management is an important issue from both theoretical and practical points of view. Culture is a universal medium, in which people act and organisations are submerged. It is a basis for all processes, such as communication; and it also remains an open and ambiguous phenomenon. This book deals with different visions of culture in management, emphasising epistemological and methodological pluralism, and the need for the development of new, creative concepts of culture. The book presents reflections on the most significant cognitive problems of cultural currents, provides an analysis of well-known and popular functionalist concepts of culture in management and ends with a presentation of less popular perspectives.

This eBook can be cited

This edition of the eBook can be cited. To enable this we have marked the start and end of a page. In cases where a word straddles a page break, the marker is placed inside the word at exactly the same position as in the physical book. This means that occasionally a word might be bifurcated by this marker.

Contents

Introduction

1 Cultural trend in management

1.1 The development of the cultural trend in management

2 Paradigm of functionalism in organizational culture

2.1 The functionalist understanding of culture in management

2.2 Elements of organisational culture

2.3 Models of organisational culture

2.4 One-dimensional typologies of organisational culture

1 Weak culture – strong culture

2 Positive culture – negative culture

3 Bureaucratic culture – pragmatic culture

4 Introvert culture – extrovert culture

5 Conservative culture – innovative culture

6 Hierarchical culture – egalitarian culture

7 Individualist culture – collectivist culture

2.5 Multidimensional typologies of organisational culture

2.6 A 3D model and typology of organisational culture

1 Hierarchy – equality

2 Individualism – community

3 A high tolerance for uncertainty – a low tolerance for uncertainty

2.7 Functions of organisational culture

2.8 Critical opinions of the functionalist approach to culture in management

3 Culture of society in management

3.1 Comparative cross-cultural studies

3.2 Significance of cultural circles

3.3 The cultural conditions of competitiveness

3.4 Convergence of cultures

3.5 Modern consumerist culture

4 Culture and organisational culture from the neoevolutionary perspective

4.1 Neoevolutionism in management science

4.2 Culture from the neoevolutionary perspective

4.3 Memes and culture

4.4 The evolutionary roots of organisational culture

4.5 Neoevolutionism and other paradigms in cultural research

5 The interpretative understanding of culture in management

5.1 A description of the interpretative-symbolic paradigm

5.2 Concepts of symbolic interactionism in management

1 Social constructivism

2 The organisational process understood as building a social agreement

3 The cognitive role of language

4 Entanglement in praxis

5 Management as a symbolic activity

6 Qualitative methodology of the IS paradigm

5.3 Interpretative vision of culture in management

5.4 Organisation identity and organisational culture

6 The radical vision of culture in management

6.1 Critical management studies

6.2 The critical understanding of organisational culture

6.3 Emancipation aims of cultural criticism

1 Democratisation of organisations

2 Rejection of violence through reflection of the culture

3 Methods which emancipate marginalised groups in organisations

4 Popularisation of emancipation culture

5 Anti-functionalism

6 Methodology of the critical research into culture

7 Critical methodological pluralism

8 Critical organisational culture

9 Development of humanist management projects through the radicalisation of methods

6.4 Limitations of the critical current in management

7 The cultural changeability of organisations

7.1 Cultural conditions of organisational changes

7.2 Functionalist changed in culture

Summary

Culture in management is an important issue from both theoretical and practical points of view. Culture is a universal medium, in which people act and organisations are submerged. It is a basis for all processes, such as communication; and it also remains an open and ambiguous phenomenon. This book deals with different visions of culture in management, emphasising epistemological and methodological pluralism, and the need for the development of new, creative concepts of culture. The book presents reflections on the most significant cognitive problems of cultural currents, provides an analysis of well-known and popular functionalist concepts of culture in management and ends with a presentation of less popular perspectives.

Details

Pages
278
ISBN (PDF)
9783653022186
ISBN (ePUB)
9783631711880
ISBN (MOBI)
9783631711897
ISBN (Book)
9783631640128
Language
English
Publication date
2020 (April)
Tags
Organisational culture Cultural trend Neoevolutionary perspective Interpretative understanding Cultural changeability Critical understanding
Published
Berlin, Bern, Bruxelles, New York, Oxford, Warszawa, Wien, 2020. 278 pp., 10 fig. b/w, 30 tables.

Biographical notes

Łukasz Sułkowski (Author)

Łukasz Sułkowski is a professor of economic sciences, specializing in management sciences. He currently works at the Institute of Public Affairs of the Jagiellonian University and is Director of Clark University Branch Campus at the University of Social Sciences in Poland.

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Title: Cultural Reflection in Management