Classics in Management Thought

Edited by Cary Cooper, Alliance Manchester Business School, University of Manchester, UK

'. . . [the papers] will be a remarkable supplement to standard texts on general management. The book is likely to remain central to teaching and research and will certainly enrich the discipline of management . . . No doubt, Cary L. Cooper and the publishers, Edward Elgar, have excellently performed the job of undertaking the publication of the classics in management thought and the Who's Who which are complementary to each other. Every management and social sciences library, whether belonging to institutions or individuals, must possess these publications as they are extremely useful references for teaching and research in management.'

• Contents:Volume I:Acknowledgements • IntroductionPart I: Decision Making1. Nils Brunsson (1982), ‘The Irrationality of Action and Action Rationality: Decisions, Ideologies and Organizational Actions’2. Norman R.F. Maier (1967), ‘Assets and Liabilities in Group Problem Solving: The Need for an Integrative Function’3. Michael D. Cohen, James G. March and Johan P. Olsen (1972), ‘A Garbage Can Model of Organizational Choice’4. William G. Ouchi and Jerry B. Johnson (1978), ‘Types of Organizational Control and their Relationship to Emotional Well Being’5. Gerald R. Salancik and Jeffrey Pfeffer (1978), ‘A Social Information Processing Approach to Job Attitudes and Task Design’6. Victor H. Vroom (1973), ‘A New Look at Managerial Decision Making’7. Herbert A. Simon (1987), ‘Making Management Decisions: The Role of Intuition and Emotion’Part II: General Management Theory8. Chris Argyris (1977), ‘Double Loop Learning in Organizations’9. Chris Argyris (1988), ‘Crafting a Theory of Practice: The Case of Organizational Paradoxes’10. Chris Argyris (1996), ‘Actionable Knowledge: Design Causality in the Service of Consequential Theory’11. Douglas M. McGregor (1964), ‘The Human Side of Enterprise’12. James G. March (1964), ‘Business Decision Making’13. Peter F. Drucker (1958), ‘Business Objectives and Survival Needs: Notes on a Discipline of Business Enterprise’14. Edgar H. Schein (1968), ‘Organizational Socialization and the Profession of Management’15. F.W. Taylor (1971), ‘Scientific Management’16. Rensis Likert (1961), ‘An Integrating Principle and an Overview’Part III: Leadership17. Robert A. Dahl (1957), ‘The Concept of Power’18. Fred E. Fiedler (1993), ‘The Leadership Situation and the Black Box in Contingency Theories’19. Fred E. Fiedler (1995), ‘Cognitive Resources and Leadership Performance’20. Robert J. House (1971), ‘A Path Goal Theory of Leader Effectiveness’21. Robert L. Kahn and Daniel Katz (1953/1960), ‘Leadership Practices in Relation to Productivity and Morale’Part IV: Motivation22. Edward E. Lawler, III with Lyman W. Porter (1967), ‘The Effect of Performance on Job Satisfaction’23. Edward E. Lawler, III (1971), ‘Using Pay to Motivate Job Performance’24. Lyman W. Porter, Edward E. Lawler III and J. Richard Hackman (1975), ‘Social Influences on Work Effectiveness’25. A.H. Maslow (1943), ‘A Theory of Human Motivation’26. Steven Kerr (1975), ‘On the Folly of Rewarding A, While Hoping for B’Part V: Organizational Behaviour27. Barry M. Staw, Lance E. Sandelands and Jane E. Dutton (1981), ‘Threat-Rigidity Effects in Organizational Behavior: A Multilevel Analysis’28. Barry M. Staw (1988), ‘Rationality and Justification in Organizational Life’Part VI: Organizational Commitment29. Howard S. Becker (1960), ‘Notes on the Concept of Commitment’30. Barry M. Staw (1976), ‘Knee-Deep in the Big Muddy: A Study of Escalating Commitment to a Chosen Course of Action’Part VII: Organizational Change31. Lester Coch and John R.P. French, Jr. (1948), ‘Overcoming Resistance to Change’32. Martin Landau (1973), ‘On the Concept of a Self-Correcting Organization’33. Danny Miller (1982), ‘Evolution and Revolution: A Quantum View of Structural Change in Organizations’Name IndexVolume II:AcknowledgementsPart I: Organizational Culture1. F.E. Emery and E.L. Trist (1965), ‘The Causal Texture of Organizational Environments’2. William G. Ouchi (1980), ‘Markets, Bureaucracies, and Clans’3. Martha S. Feldman and James G. March (1981), ‘Information in Organizations as Signal and Symbol’4. Stephen R. Barley (1983), ‘Semiotics and the Study of Occupational and Organizational Cultures’5. Kathleen L. Gregory (1983), ‘Native-View Paradigms: Multiple Cultures and Culture Conflicts in Organizations’6. Linda Smircich (1983), ‘Concepts of Culture and Organizational Analysis’7. Harrison M. Trice and Janice M. Beyer (1985), ‘Studying Organizational Cultures Through Rites and Ceremonials’Part II: Organizational Strategy8. John Child (1972), ‘Organizational Structure, Environment and Performance: The Role of Strategic Choice’9. D.J. Hickson, C.R. Hinings, C.A. Lee, R.E. Schneck and J.M. Pennings (1971), ‘A Strategic Contingencies’ Theory of Intraorganizational Power’10. Henry Mintzberg and James A. Walters (1990), ‘Of Strategies, Deliberate and Emergent’Part III: Organizational Stress11. Thomas G. Cummings and Cary L. Cooper (1979), ‘A Cybernetic Framework for Studying Occupational Stress’12. Robert A. Karasek, Jr. (1979), ‘Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign’Part IV: Organizational Structure13. Roger I. Hall (1976), ‘A System Pathology of an Organization: The Rise and Fall of the Old Saturday Evening Post’14. John W. Meyer and Brian Rowan (1977), ‘Institutionalized Organizations: Formal Structure as Myth and Ceremony’15. Louis R. Pondy and Ian I. Mitroff (1979), ‘Beyond Open System Models of Organization’16. D.S. Pugh, D.J. Hickson, C.R. Hinings, K.M. Macdonald, C. Turner and T. Lupton (1963), ‘A Conceptual Scheme for Organizational Analysis’17. D.S. Pugh, D.J. Hickson, C.R. Hinings and C. Turner (1968), ‘Dimensions of Organization Structure’18. D.S. Pugh, D.J. Hickson, C.R. Hinings and C. Turner (1969), ‘The Context of Organization Structures’19. D.S. Pugh, D.J. Hickson and C.R. Hinings (1969), ‘An Empirical Taxonomy of Structures of Work Organizations’20. William H. Starbuck (1981), ‘A Trip to View the Elephants and Rattlesnakes in the Garden of Aston’Part V: Organizational Theory21. W. Graham Astley and Andrew H. Van de Ven (1983), ‘Central Perspectives and Debates in Organization Theory’22. Peter Bachrach and Morton S. Baratz (1962), ‘Two Faces of Power’23. J. Kenneth Benson (1977), ‘Organizations: A Dialectical View’24. Richard L. Daft and Karl E. Weick (1984), ‘Toward a Model of Organizations as Interpretation Systems’25. Peter F. Drucker (1988), ‘The Coming of the New Organization’26. Jerald Hage (1965), ‘An Axiomatic Theory of Organizations’27. Gareth Morgan (1980), ‘Paradigms, Metaphors, and Puzzle Solving in Organizational Theory’28. James D. Thompson and Arthur Tuden (1959), ‘Strategies, Structures, and Processes of Organizational Design’Part VI: Organizational Trust29. Eugene J. Webb (1996), ‘Trust and Crisis’30. Debra Meyerson, Karl E. Weick and Roderick M. Kramer (1996), ‘Swift Trust and Temporary Groups’Part VII: Person Organization Fit31. Chris Argyris (1957), ‘The Individual and Organization: Some Problems of Mutual Adjustment’32. Jeffrey R. Edwards and Cary L. Cooper (1990), ‘The Person-Environment Fit Approach to Stress: Recurring Problems and Some Suggested Solutions’33. Fred E. Fiedler (1965), ‘Engineer the Job to Fit the Manager’Part VIII: Socio-Tech System34. E.L. Trist and K.W. Bamforth (1955), ‘Some Social and Psychological Consequences of the Longwall Method of Coal-Getting: An Examination of the Psychological Situation and Defences of a Work Group in Relation to the Social Structure of the Work System’Name Index