Foucault, Management and Organization Theory: From Panoptic on to Technologies of Self
Publication Year: 1998
This volume draws together critical assessments of Michel Foucault's contribution to our understanding of the making and remaking of the modern organization. The volume provides a valuable summary of Foucault's contribution to organization theory, which also challenges the conventions of traditional organizational analysis. By applying Foucauldian concepts such as discipline, surveillance and power//knowledge, the authors shed new light on the genesis of the modern organization and raise fresh questions about organization theory. The bureaucratic career is, for example, analyzed as a disciplinary device, a mechanism that seeks to alter rational choice rather than constrain bodies. This raises questions about Foucault's link
- Front Matter
- Subject Index
Part 1: Foucault and Organization Theory
- Chapter 2: Modernism, Postmodernism and Organizational Analysis: The Contribution of Michel Foucault
- Chapter 3: Foucault, Power and Organizations
- Chapter 4: Labour as Dressage
Part 2: Constructing the Modern Organization
- Chapter 5: Discipline, Surveillance and the ‘Career’: Employment on the Great Western Railway 1833–1914
- Chapter 6: Examining Accounts and Accounting for Management: Inverting Understandings of ‘the Economic’
- Chapter 7: The ‘Velvety Grip’: Managing Managers in the Modern Corporation
- Chapter 8: Management Accounting Numbers: Freedom or Prison – Geneen versus Foucault
Part 3: (Re)Constructing the Modern Organization
- Chapter 9: Discursive Formations, Strategized Subordination and Self-Surveillance
- Chapter 10: Through the Looking Glass: Foucault and the Politics of Production
- Chapter 11: Beyond Good and Evil: Depth and Division in the Management of Human Resources
- Chapter 12: Re-Framing Foucault: The Case of Performance Appraisal
- Chapter 13: Afterword: Deconstructing Organization – Discipline and Desire
Editorial Arrangement and Chapters 1, 7 and 13 © Alan
McKinlay and Ken Starkey 1998
Chapter 2 © Gibson Burrell 1998
Chapter 3 © Stewart Clegg 1998
Chapter 4 © Norman Jackson and Pippa Carter 1998
Chapter 5 © Mike Savage 1998
Chapter 6 © Keith Hoskin 1998
Chapter 8 © Trevor Hopper and Norman McIntosh 1998
Chapter 9 © Stanley Deetz 1998
Chapter 10 © Alan McKinlay and Phil Taylor 1998
Chapter 11 © Barbara Townley 1998
Chapter 12 © Patricia Findlay and Tim Newton 1998
First published 1998
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, transmitted or utilized in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without permission in writing from the Publishers.
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British Library Cataloguing in Publication data
A catalogue record for this book is available from the British Library
ISBN 0 8039 7546 5
ISBN 0 8039 7547 3 (pbk)
Library of Congress catalog card number 97–061884
Typeset by Photoprint, Torquay, Devon
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Notes on Contributors[Page vii]
Pippa Carter is a senior lecturer in the Department of Management Systems and Sciences at the University of Hull, UK. Her research interests are the ontological and epistemological conditions of organization, the function of management and the nature of work. These research interests are informed by the radical critique of organization theory. Her current research is concerned with the potential contribution to organization theory of post-structuralism and of the modernist/postmodernist debate.
Stewart Clegg is Professor of Management at the University of Technology, Sydney, Australia. His many books include Frameworks of Power (1989), Organization Theory and Class Analysis (1989) and Modern Organizations: Organization Studies in the Postmodern World (1990).
Stanley Deetz is President of the International Communication Association and Professor of Communication at the University of Colorado, Boulder, Colorado, USA. He is the author of many books, including Transforming Communications, Transforming Business (1995), Democracy in an Age of Corporate Colonization (1992). In 1994, he was a Senior Fulbright Scholar in the Företagsekonomiska Institutionen, Göteborgs Universitet, Sweden, lecturing and conducting research on knowledge-intensive workplaces.
Patricia Findlay is Lecturer in Organization Studies at the University of Edinburgh, UK. Her research interests include management strategy and employment relationships in the microelectronics industry and gender issues in labour process theory. She is currently researching workplace innovation in mature branded goods sectors.
Trevor Hopper is the KPMG Professor of Management Accounting at the University of Manchester, UK. He has co-edited three books: Critical Accounts, Debating Coal Closures and Issues in Management Accounting. He is currently interested in management accounting change in the context of globalization with empirical reference to the advanced economies of Japan, Germany and the UK and the developing zones of Bangladesh and Sri Lanka.
Keith Hoskin is Professor of Accounting in the Manchester School of Management, UMIST, UK. He has written extensively on the relation [Page viii]between practices and the genesis of forms of knowledge/power, including the development of modern forms of accounting, accountability and managerialism. He is currently writing a book with Richard Macve on this theme.
Norman Jackson is a senior lecturer in the Department of Management Studies of the University of Newcastle upon Tyne, UK. After a number of years in engineering management, he gained an MA in Organizational Psychology at the University of Lancaster and a PhD from Aston University, having also studied at Manchester Business School. His research contributes to the radical critique of organization theory and he is particularly interested in the possibility of non-surplus repressive organization. He is currently researching the contribution of the modernist/postmodernist debate to this possibility.
Norman Macintosh is a Professor of Accounting at Queen's University, Kingston, Canada. He researches and publishes in the area of the behavioural, organizational, sociological and poststructural aspects of management accounting and control systems. He has been a visiting professor at universities around the globe, is a member of the editorial board of several accounting journals, and has served as an executive officer of the American Accounting Association for many years.
Alan McKinlay is Professor of Management at St Andrews University, UK. He has published extensively on business and labour history. He is currently researching a Foucauldian history of the factory and the dynamics of workplace trade unionism in British heavy industries.
Tim Newton is a lecturer in Organization Studies, Birkbeck College, University of London, UK. With a background in industrial psychology he is author of ‘Managing’ Stress; Emotion and Power at Work (1995). His current research includes the application and development of actor network theory; subjectivity; and organizations and the natural environment.
Mike Savage is Professor of Sociology at Manchester University, UK. His interests lie in the study of social inequality, urban sociology and social theory. Recent books include Gender, Careers and Organisations (with Susan Halford and Anne Witz, 1997) and Social Change and the Middle Classes (edited with Tim Butler, 1995).
Ken Starkey is Professor of Management at Nottingham University, UK. His interests span corporate strategy, organization studies and critical social theory. His many books include Time, Work and Organization (1989) and, with Alan McKinlay, Strategy and the Human Resource: Ford's Search for Competitive Advantage (1993).
Philip Taylor is a lecturer in Industrial Relations at the University of Stirling, UK. Current research interests include ‘The Employment Relationship [Page ix]in Call Centres’, ‘Sick Building Syndrome and the Politics of Occupational Ill-Health’, ‘Flexible Work Patterns and Part-time Employment’ and ‘HRM and Worker Resistance in the Scottish Electronics Industry’.
Barbara Townley is Professor of Organizational Analysis, University of Alberta, Edmonton, Canada. She has written on the implications of Michel Foucault's work for the governance of organizations. Her publications include Reframing Human Resource Management: Power, Ethics and the Subject at Work (1994).[Page x]