Managing Modernity: Beyond Bureaucracy?

Presents fresh research by political scientists, sociologists, and management scholars
Offers clear and concise inter-disciplinary analysis
Wide range of arguments and case study examples from leading commentators in the field

Bureaucracy has long been a cornerstone of advanced industrial societies, and a defining feature of modernity. At the same time, many commentators from all quarters argue that it is on the wane in this post-this or that world; or that if it isn't, it should be dismantled to free up organizations, enterprise, and innovation.

But do we live in a more or less bureaucratic world? Do contemporary forms and means of communication undermine or modify bureaucracy, or does technology create new 'iron cages' and forms of control? If bureaucratic models of organization are abandoned, do we run risks of organizational failure and inequity? Are there certain moral, professional, and social values associated with bureaucratic models?

This book explores these issues in different organizational contexts - public administration, the National Health Service, the modern firm and corporation - and offers new insights into enduring questions. It will be an invaluable resource for academics, researchers, and students in organization studies, management, public administration, and sociology. The volume will also appeal to managers, planners, and policy makers who deal with these challenges.

Readership: Students, researchers, and academics in Management, Organization Theory, Public Administration, Sociology, and Political Science; managers, consultants, journalists, and policy-makers



Introduction
Stewart Clegg, Martin Harris, and Harro M. Höpfl: Managing Modernity: Beyond Bureaucracy?
1: Paul du Gay: 'Without Regard to Persons': Problems of Involvement and Attachment in 'Post-bureaucratic' Public Management
2: Harro Höpfl: Bureaucratic and Post-bureaucratic Accountability in Britain: Some Sceptical Reflections
3: David A. Buchanan and Louise Fitzgerald: New Lock, New Stock, New Barrel, Same Gun: the Accessorized Bureaucracy of Healthcare
4: Ewen Speed: Applying Soft Bureaucracy to Rhetorics of Choice: UK NHS 1983-2007
5: Martin Harris: Network Governance and the Politics of Organizational Resistance in UK Healthcare: the National Programme for Information Technology
6: Jannis Kallinikos: Bureaucracy Under Siege: On Information, Collaboration and Networks
7: Mats Alvesson and Dan Kärreman: 'Meritocracy' versus 'Sociocracy': Personnel Concepts and HR Themes in Two IT/Management Consulting Firms
8: Stephen Ackroyd: Post-Bureaucratic Manufacturing? A Consideration of the Post-War Organization of Large British Firms
9: Stewart Clegg: Under Reconstruction: Modern Bureaucracies
10: Mike Reed: The Post-Bureaucratic Organization and the Control Revolution
11: Hugh Willmott: The Futures of Bureaucracy?



Edited by Stewart R. Clegg, Professor, University of Technology, Sydney, Martin Harris, Senior Lecturer, Essex Business School, and Harro Höpfl, Reader, Essex Business School

Contributors:
Professor Stewart Clegg, University of Technology, Sydney
Dr Martin Harris, Essex Business School
Dr Harro M. Höpfl, Essex Business School
Professor Paul du Gay, Copenhagen Business School
Professor David A. Buchanan, Cranfield School of Management
Professor Louise Fitzgerald, Leicester Business School
Dr Ewen Speed, University of Essex
Professor Jannis Kallinikos, London School of Economics
Professor Mats Alvesson, Lund University
Professor Dan Kärreman, Copenhagen Business School
Professor Stephen Ackroyd, Lancaster University Management School
Professor Mike Reed, Cardiff Business School
Professor Hugh Willmott, Cardiff Business School

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