Everyone working in organizations will, from time to time, experience frustrations and problems when trying to accomplish tasks that are a required part of their role.
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In such cases it is normal for people to find ways of completing their work in such a way that hey can get around, or just simply avoid, the procedure or system that has caused the problem. This is an unusual routine — a recurrent interaction pattern in which someone encounters a problem when trying to accomplish normal activities by following standard organizational procedures and then becomes enmeshed in wasteful and even harmful subroutines while trying to resolve the initial problem.
Using a wide range of case studies and interdisciplinary research, this book gives researchers and practitioners invaluable information on the nature of this pervasive organizational phenomenon and shows how they can be dealt with in order to improve organizational performance. This chapter and Chapter 6 describe how each of five propositions played out in a lengthy field study at an educational institution Cooper, , based upon our working model of unusual routines introduced in the preceding chapter. While the initial intent was to focus on the effects the implementation of a computer-mediated communication system one kind of ICT might have on URs, the early data collection suggested that the study would provide broader insights into UR dynamics in decision processes and operations.
The study utilized depth interviews with a stratified purposive sample of organization members, and such qualitative methodology often does lead to pleasant surprises in the knowledge the study generates.
That is to say, the study convinced us that the model had broader application than to ICTs alone, and had particular analytical value in understanding the relationship between problematic routine behaviors and organizational culture. It is important to emphasize that in no way was this intended as an assessment or critique of communication at the site! Indeed, we expect that the URs and interaction scripts surfaced in the study may be all too familiar to our colleagues at other institutions. This is chapter 5 from the monograph by Rice, R.
Organizations and unusual routines: Recensie s Rice and Cooper's book brings together the personal experience of organizational routines that leave us frustrated and puzzled with how such practices could possibly happen in the first place.
The authors couple these experiences some personal, some from case studies with a range of theoretical ideas that helps us make sense of them. This book serves as a door opener for coding and understanding exasperating and common bureaucratic problems. Unusual routines, systemic unintended consequences, and the need for organizations to engage in paradoxical practices are everywhere.
Stephen D. Cooper (Author of Organizations and Unusual Routines)
Rice and Cooper show how one finds these phenomena in technology implementation, customer service, and a range of daily organizational practices. Yet they have been largely ignored by researchers - in large part because of a lack of vocabulary. This book fills this important gap with colorful case examples, theory, and conceptualizations. It will be an important classic. Rice and Cooper methodically analyze the dysfunctional routines that sap the usefulness from organizational procedures and information systems.
Organizations and Unusual Routines
The absence of contextual understanding, perverse feedback loops, conflicting goals, and destructive panopticon effects are all part and parcel of the deep systems analysis of the case studies presented within the overarching theoretical framework in this book. You will learn how to avoid them. Rice and Cooper will lead you to wisdom in structuring organizational processes.
Betrokkenen Auteur Ronald E. Cooper Uitgever Cambridge University Press.
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