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Organizational Culture and Identity
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Organizational Culture and Identity
Unity and Division at Work



November 1999 | 272 pages | SAGE Publications Ltd
Organizational Culture and Identity discusses the literature concerned with culture in organizations and explains why the term has been invoked with such enthusiasm. Martin Parker presents further ways of thinking about organizations and culture which suggest that organizational cultures should be seen as `fragmented unities' in which members identify themselves as collective at some times and divided at others.
 
Introduction
 
PART ONE: HISTORIES AND THEORIES OF ORGANIZATIONAL CULTURE
 
Managers in Search of Culture
 
A Forgotten History of `Culture'
 
Academics in Search of Culture
 
Culture, Language and Representation
 
PART TWO: THREE STORIES
 
Northern District Health Authority
 
Vulcan Industries Ltd
 
The Moortown Permanent Building Society
 
PART THREE: CULTURES AND IDENTIFICATIONS
 
Three Organizations
Together and Apart

 
 
Culture, Theory and Politics

`Concerned with organizational culture, the central tenent of this book is that culture is not a harmoniously agreed principle, but a "fragmented" unity, where members are simultaneously both fragmented and unified.... the book moves on to offer detailed examples of the fragmentary nature of organizational culture through the analysis of ethnographic studies undertaken by the author within three differing industries; a health authority, small manufacturing foundry and a building society, with chapers devoted to each.... The introductory theory is very well illustrated…well signposted.…[A]ppealing in its theoretical perspective to students of management & organizational studies, …its straightforward clarity will appeal to undergraduate sociology students' - Sociology

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