Organizational and Managerial Issues

 
           In management location, distance, shape, boundaries, ownership, rules, institutions and organizations condition events and processes.
Location, distance, shape and boundaries can be considered forms of spatial organization related to the terrestrial environment components (TECs). From a plain geometrical viewpoint --following Euclides-- points, lines, surfaces and solids are used to describe the geometric features of TECs. They are related to the number of dimensions of modelled TECs: zero, one, two and three respectively. However there are TECs which are modelled using no integer dimensions and a fourth dimension arises when the historical evolution of TECs is considered.
Rules are frequently enforced by collective rights, community rights, [off] inshore rights, public rights, lease, license, permit, quota, customary rights, aboriginal rights, rights of use, and public good. Rules not necessarily contribute to sustaining social relations.
Rules also protect those who demonstrate lack of vision or make errors but follow standards because no all standards are stated to protect society from human error or ignorance.
        Institutions as humans creations are transient: the notion of what is proper changes over site/time, because of human fallible knowledge, erroneous perception, exogenous actions, failed actions and a lack of adequate policies.
        Institutions may enforce formal and/or non formal constraints like acts, laws, rules, conventions, codes of conducts, protocols. Organizations are constrained by institutions and rules, different emphases in territoriality can modify an organizational status.

Organizational Structures

    Five Centuries of Mechanistic-Organic Dabate, by David Boje. July 1, 1999

        Abstract

This is a brief summary of two six year projects with my colleagues Gephart and Rosile to deconstruct mechanistic/organic (M/O). The M/O binary is reproduced in over a thousand journal articles and is generally recognized as the foundational study of contingency theory, the view that M/O systems rationally and deterministically adapted to an environment made up of contingencies. It is fascinating h ow writers creatively use storytelling to rewrite and even fictionalize the original Burns and Stalker accounts. But then B&S appropriated and fictionalized the duality from a five century debate, well known to philosophy. If we can resituate this mos t fundamental of dualities, we can shake the foundations of managerialism.

    Structure in School

        Ohio State

 

    A Spatial Representation of Local-Global Relations

Three Fathers, Gradfathers and Mother  of Management and Organization Behaviour

Ivan Illich (1926- now)

William Shakespeare (1564-1616)

Henri Fayol (1841-1925)

Max Weber (1864-1920) 

Mary Parker Follett (1868-1933)

Frederick Winslow Taylor  (1856-1915)

Karl Marx (1818 - 1883)

Adam Smith   (1723-1791)

Bertolt Brecht (1898 -1956)

Mikhail Bakhtain (1895-1975) 

Max Horkheimer (1895 - 1973)

Herbert Marcuse (1898 - 1979)

Theodor W. Adorno (1903 - 1969) 

Jürgen Habermas (living) 

Jacques Derrida (1930 - now) 

Friedrich Nietzsche  (1844-1900)

Jean-Paul Sartre 

Gilles Deleuze (1925-1995)

Michel Foucault (1926-1984)

Jean-François Lyotard (1924 - 1998)

Douglas Kellner (living)

Steven Best (living)

 

Transferring and Sharing Knowledge

 

 

 

Educational Gazette

 

The Educational Gazette(EG) is a collaborative, computer-supported House Organ journal published by EMTF. In order to support the process of collaborative work, contributors  with different backgrounds and living in different regions of the world are welcome.

Contributions to EG focus on essays, reviews, debates and interviews about educational issues and their related subjects. It is aimed at keen or studious readers all over the world. Contributions made by representatives of the various fields of knowledge are welcome.

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