000			04173nam a2200517 a 4500
001			ASIN0262082586
003			Ost
005			20100812065409.0
008			100812s1997 xxu eng d
020			_a0262082586 _c$31.00
020			_a9780262082587
040			_cKIM
082	0	4	_a658.406
090			_c2806 _d2510
100	1		_aHirschhorn, Larry.
245	1	0	_aReworking authority : _bleading and following in the post-modern organization / _cLarry Hirschhorn.
250			_a1st Edition. ed.
260			_a[S.l.] : _bThe MIT Press, _c1997.
300			_a132 p. ; _c23 cm.
490	1		_aOrganization studies (cambridge, mass.).
500			_aHardcover.
520			_a"In Reworking Authority , Larry Hirschhorn incisively describes the changing dynamics and difficulties of contemporary organizations. His approach to consulting with troubled groups, addressing the needs and fears of personnel at all levels in the hierarchy, is sensitive and sophisticated. This book will fascinate and inform anyone with an interest in the way organizations, or the people who work in them, function in our post-modern age." -- Jay Greenberg, Editor, Contemporary Psychoanalysis For many companies, the past decade has been marked by a sense of turbulence and redefinition. The growing role of information technologies and service businesses has prompted companies to reconsider how they are structured and even what business they are in. These changes have also affected how people work, what skills they need, and what kind of careers they expect. One critical change in how people work, argues Larry Hirschhorn, is that they are expected to bring more of themselves psychologically to the job. To facilitate this change, it is necessary to create a new culture of authority--one in which superiors acknowledge their dependence on subordinates, subordinates can challenge superiors, and both are able to show their vulnerability. In the old culture of authority, people suppressed disruptive feelings such as envy, resentment, and fear of dependency. But by depersonalizing themselves, they became "alienated"; in the process, the work of the organization suffered. In building a new culture of authority, we are challenged to express these feelings without disrupting our work. We learn how to bring our feelings to our tasks. The first chapters of the book examine the covert processes by which people caught between the old and new culture of authority neither suppress nor express their feelings. Feelings are activated but not directed toward useful work. The case studies of this process are instructive and moving. The book then explores how organizations can create a culture of openness in which people become more psychologically present. In part, the process entails an understanding of the changes taking place in how we experience our own identity at work and that of "others" in society at large. To do this, the book suggests, we need a social policy of forgiveness and second chances.
650		4	_aManagement Techniques.
650		4	_aLeadership In Business.
650		4	_aOrganization Development.
650		4	_aManagement & management techniques.
650		4	_aOccupational & industrial psychology.
650		4	_aOrganizational theory & behaviour.
650		4	_aPsychology.
650		4	_aBusiness & Economics.
650		4	_aLeadership.
650		4	_aOrganizational change.
650		4	_aBusiness & Economics / Management.
650		4	_aGeneral.
650		4	_aManagement.
650		4	_aManagement - General.
650		4	_aPolitical Science / General.
650		4	_aStructural Adjustment.
650		4	_aCorporate culture.
650		4	_aDelegation of authority.
830		0	_aOrganization studies (cambridge, mass.).
856	4	0	_3Amazon.com _uhttp://www.amazon.com/exec/obidos/ASIN/0262082586/chopaconline-20
856	4	0	_3Amazon customer reviews _uhttp://www.chopac.org/cgi-bin/tools/azrev.pl?q=0262082586
942			_cBOOK _jHD 57.7 .H57 1997
999			_c2321 _d2321
952			_w2010-11-30 _p2008-2869 _r2010-11-30 _40 _00 _bMAIN _10 _oHD 57.7 .H57 1997 _d2008-08-27 _t1 _8SHELF 2 _70 _cOpen Collection _2lcc _yBOOK _aMAIN