ISBN:
9780415843928
Language:
English
Pages:
Online-Ressource (320 p)
Series Statement:
Routledge Studies in Management, Organizations and Society
Series Statement:
Routledge Studies in Management, Organizations and Society Ser.
Parallel Title:
Erscheint auch als Hierarchy in Organization
DDC:
303.4824009031
Keywords:
Hierarchies
;
Organizational behavior
;
Organizational sociology
;
Social structure
;
Electronic books
;
Electronic books
Abstract:
Most people take the conditions they work and live in as a given, believing it to be normal that societies are stratified and that organisations are hierarchical. Many even think that this is the way it should be - and are neither willing nor able to think that it could be otherwise. This book raises the awareness of hierarchy, its complexity and longevity. It focuses on a single but fundamental problem of social systems such as dyads, groups, organisations and whole societies: Why and how does hierarchical social order persist over time? In order to investigate the question, author
Description / Table of Contents:
Cover; Title Page; Copyright Page; Table of Contents; List of Figures; List of Tables; Preface; 1 Introduction; 2 The Longevity of Hierarchy; 2.1 An Extremely Brief History of No Change; 2.2 Good and Not So Good Reasons Why Hierarchy Has Been Around for So Long; 2.2.1 The Origins of Hierarchy; 2.2.2 The System of Hierarchy; 2.2.3 The People in Hierarchies; 2.2.4 Moral Justifications for Hierarchy; 2.3 Why Does Hierarchy Persist?; 3 A General Theory of Hierarchical Social Systems; 3.1 Introduction; 3.2 The Core Structure of All Hierarchical Social Relationships
Description / Table of Contents:
3.3 People's Mindsets and Social Actions3.3.1 Identities, Emotions, Interests, and Moral Character; 3.3.2 Determinism, Individual Freedom, Reflexivity, and Responsibility; 3.4 Basic Dynamic Processes; 3.4.1 Routine Behaviour and Boundary Crossing; 3.4.2 Multiple Processes; 3.4.3 The Emergence and Continuation of Abstract Organisational Order; 3.4.4 Individual Freedom, Responsibility, and Accountability; 3.5 Societal Dimensions of Hierarchical Social Order: Institutions and Resources; 3.5.1 Societal Institutions and Resources; 3.5.2 Some Material, Economic, and Legal Institutions and Resources
Description / Table of Contents:
3.5.3 Sociocultural Institutions and Resources3.5.4 The Systemic Nature of Societal Institutions and Resources; 3.6 Systemisation and Its Main Mechanisms; 3.6.1 Socialisation; 3.6.2 Adaptation; 3.6.3 Synchronisation; 3.6.4 Institutionalisation; 3.6.5 Transformation; 3.6.6 Navigation; 3.7 The Functioning and Persistence of Hierarchical Social Order; 3.8 The Relevance of Ethics for Social Science Theories; 3.8.1 Why Ethics is an Integral Part of any Social Reality-and the Analysis of that Reality; 3.8.2 A Moderate Position Concerning the Explicit Inclusion of Value Statements in Theories
Description / Table of Contents:
3.9 How the Theory Relates to Structuration Theory and Social Dominance Theory3.9.1 Structuration Theory; 3.9.2 Social Dominance Theory; 4 Application of the Theory-How Hierarchy Works; 4.1 Introduction; 4.2 Routine Behaviour and the Persistence of Hierarchical Social Order; 4.2.1 The Relevance of Routine Social Action for the Persistence of Hierarchy; 4.2.2 Superiors' and Subordinates' Interests Towards Hierarchy; 4.2.3 Hierarchy-Conforming Identities of Superiors and Subordinates; 4.2.4 Superiors' and Subordinates' 'Appropriate' Emotions
Description / Table of Contents:
4.2.5 The 'Right' Moral Character for People in Hierarchies4.2.6 Levels of Moral Development and Hierarchy; 4.2.6.1 Preconventional Level of Moral Development; 4.2.6.2 Conventional Level of Moral Development; 4.2.6.3 Postconventional Level of Moral Development; 4.2.6.4 Compatibility of Stages of Moral Development with Hierarchical Social Order; 4.2.7 The Steady Reign and Persistence of Hierarchy; 4.3 Boundary Crossings and Their Operationalisation; 4.4 Subordinates' Boundary Crossings; 4.4.1 Social Action-When Subordinates Don't Behave
Description / Table of Contents:
4.4.2 Interests-Why Subordinates (Sometimes) Do Not Want to Function
Note:
Description based upon print version of record
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