Sociologia29

Da Ortosociale.

The structure of the paper

The structure of the paper follows these lines:

• Critique of abstract organizations, essentialist and reified by (Scott, 1994), and its categorization of the four models: closed rational and open rational, closed-natural, open natural (Scott, 1994, pag.130, TAB. 5.1). Revisited (Scott, 1994) in the light of a modern application of Occam's Razor;
• Alternative proposal (Mann, 2005), as an illustration or a narrative of organizations (see below The paradigm of reflexivity), diachronic narrative, generally suitable idealtypized. The book (Mann, 2005) about sources of social power is actually a book about organizations, understood as human groups "organized" in pursuit of goals, among several. The four aspects are the sources of social power are: ideological, economic, military and political, in the form of analysis signed IEMP. While R.Scott considers organizations from 1930 to 1980, Mann considers those from the Paleolithic to 1914 (including the Vol.II), with an inevitable greater depth of vision and power of simplicity-interpretative scheme. I attach the paper to 33 pages of Chapter I of (Mann, 2005) complete with bibliography;
• Integration of (Mann, 2005) with the study of modern business organizations (Costa and Gubitta, 2004), integration is possible and natural since (Costa and Gubitta, 2004, page 7, Fig.1.4) follow an evolutionary approach (we call this procedural context) that corresponds to the approach "historic" (Mann, 2005). More deeply, Strategy and Structure approach, ie what and production as producing organization (Costa and Gubitta, 2004, p.5), corresponds to "' 'Organizations, institutional means clustering of attaining human goals "of (Mann, 2005, p.2). The practical value and educational integration between the two texts goes beyond the coverage of the domain of historical events ranging from the Paleolithic to 1914 (Mann, 2005), the first and especially the second half of 1900 (Costa and Gubitta, 2004). The current knowledge of the modern context, with its predominance of capitalist enterprise, well-documented (Costa and Gubitta, 2004) is a good starting point, even overshadow theories that today are no longer needed (see Marxism and epistemology of 1900 and see also Marxism and the theory of class) or who were already blurred in the early 1900 (or Charismatic Leadership The leadership principle and the bureaucracy of Max Weber) to look for new alternatives and maybe digging into history, anthropology, archeology, ethology, sociobiology in the case studies to find generalizable.
• Use the last three chapters (Costa and Gubitta, 2004) to project the workshop building organizations along the lines of alternative conventions (Linux, Open Source, Open Source Ecology). The teaching effectiveness, the ability to synthesize, the brave choice of a clear pattern [of the three dimensions: Actors, Relationships, Environment, (Costa and Gubitta, 2004, page 7, Figure 1.5)] derived from its organization on goal of organizational design. "For this reason, designing organizations does not mean just draw organizational charts, develop positions and roles, establish procedures and so on. It means also, and above all, understand the economic, technological and regulatory trends and act on complex interpersonal and interorganizational. For this reason, the organization will be resolved systematically different from that based on these emerging dynamics [Editor's note: (see emergent properties of complex adaptive systems)]. Nevertheless we will try to design the organization. "(Costa and Gubitta, 2004, p.31-32.). The constructionist focus (organization), in addition to its immediate educational value, filters theoretical insights based on their current utility. This is done in chapter 5, "The unit and divisional organizational forms", where you design the organizational macrostructure control unit with stable and well defined and stable boundaries and defined, in section 6, "The adhocrazie and hybrid organizational forms ", where you design the organizational macrostructure control unit with fluid and undefined borders; in chapter 7," Organizing the work of the people ", where you design the microstructure, which has the task of" doing things "and where they consider radical changes in work organization such as project work, team work, lean organization, or virtual communities of practice, telework, knowledge workers, networking, matrix structures. See infra Development of the concept of morphogenesis as a concrete social transformation owned.