The Logic of Organizational Disorder.

Intro -- The logic of organizational disorder: an introduction -- Introduction -- The emergence of organizational disorder: the garbage can model's messing with tradition -- Parallel, emergent behavior -- Formal structures and emergent behaviors -- Ambiguity and loose coupling -- Modeling organizational disorder -- This book -- References -- Sifting the garbage: conceptualizing and explaining processes of strategic decision making -- Introduction -- Topics of decision -- The settings for decision -- Sample and data collection -- Three types of decision making process -- Sporadic processes -- Fluid processes -- Constricted processes -- Which way will a decision move? -- Differences between organizations -- In conclusion -- References -- Organized anarchies: a reconsideration of research strategies -- Introduction -- Presentation of the garbage can model -- Questions raised by the use of the garbage can model in empirical studies -- Most of these empirical studies deal with exceptions -- The organizational context is ignored -- The actors' rationality is put into doubt -- The interpretation of data emphasizes ambiguity and neglects any kind of "regulation" -- Our research strategy for the study of French and German universities -- Priority to the whole system rather than to isolated decision processes -- Priority to actors -- Results and what we learned from them -- References -- The diffusion of innovation in the judicial system -- Introduction -- Uniformity and diversity in the judicial system -- The tribunaux de grande instance -- High organizational diversity -- Limited management discretion -- The two dimensions of the diffusion of innovations -- Judges have their own "toolbox" -- Courts have their own history -- Different types of innovations -- The judges' itinerary -- Judges and their new assignments -- The problem of succession.

What happens to innovations -- Precarious innovations -- Long lasting innovations that are not disseminated -- Drifting innovations -- Innovations that force their way -- The differentiation between courts -- The dissemination of innovations through the judicial system -- A map of innovations -- Dissemination by imitation -- The nature of change in the judicial institution -- Overall logic and local initiatives -- Information technology -- Central authorities have no control over change -- Professional mobility and dissemination of innovations -- Conclusion -- References -- Ideology and loose couplings in management control systems -- The ideological dimension to control systems -- The consolidated control model -- New contexts for control -- Loose coupling and decoupling: unexpected consequences -- The fortunes of the garbage can theory with controllers and scholars -- A case study: decoupling the control system and organizational reality in a knowledge-based company -- The birth of a company research center -- Control according to the holding company -- The controller goes on a mission -- Setting up the control system -- Conclusions -- References -- The relativization of formal organization -- The mixed regulation of social interaction -- Organization as process: dimensions of organized action -- References -- Managing organizational disorder -- Introduction -- Organizations as individuals -- Organizational inconsistency -- Norms for structure, process and ideology -- Inconsistent norms -- Higher order hypocrisy -- The real tasks of management -- Four principles of disorder management -- The principle of distance -- The principle of morality -- The principle of responsibility -- The principle of reform -- The use of the accepted order -- References -- The disorder of organizational logic - makework among members of bureaucratic organizations.

Introduction -- The study -- Makework -- Perceived causes of makework -- Makework? -- Discussion -- Attribution errors -- The causal map as evoked set -- Bounded rationality and irrationality -- Makework as a mirror of organizing -- Organization -- Complexity -- Bias -- Individual sensitivities -- Conclusions -- Rational choice -- Myopic man -- References -- Learning in a garbage can situation: a network model -- Introduction -- The network structure of the garbage can model -- A network model of learning in a garbage can process -- The task -- Actors -- Learning -- Simulation results: the emergence of organizational learning -- Learning to choose -- Coding the environment through the division of labor -- The advantages of slow learning -- Coping with novelties -- The robustness of learning -- Further comments -- References -- Organizational learning of routines: a model from the garbage can family -- Introduction -- A brief description of the model -- Elements of the model -- How does the model behave? -- References -- Bounded rationality, hyper-rationalization and the use of social science knowledge -- Ambiguity, endogeneity, and intelligence -- A footnote on methodology -- Three questions -- Ambiguity and disorder -- Endogenizing preferences, meaning, and the rules of the game -- Finding intelligence in ambiguity and disorder -- A last word.

No detailed description available for "The Logic of Organizational Disorder".

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.