Ethics, Leadership, Management, Organizational Change, Structural Adjustment, Business Ethics 

Since its first publication over twenty years ago, Images of Organization has become a classic in the canon of management literature. The book is based on a very simple premise that all theories of organization and management are based on implicit images or metaphors that stretch our imagination in a way that can create powerful insights, but at the risk of distortion. Gareth Morgan provides a rich and comprehensive resource for exploring the complexity of modern organizations internationally, translating leading-edge theory into leading-edge practice.

This new Updated Edition preserves Morgan's renowned creative images and metaphors while refreshing the references and tables. The addition of a preface situates this classic theory in today's business environment while the instructor's resources (now available on CD) aid classroom teaching.

Images of Organization challenges and reshapes how we think about organization and management in the most fundamental way. The new Updated Edition makes this monumental work available to a new generation of students and business leaders worldwide.
 

Contents
Preface xi
Acknowledgments xv
About the Author xviii
PART I: AN OVERVIEW
1. INTRODUCTION 3
PART II: SOME IMAGES OF
ORGANIZATION
2. MECHANIZATION TAKES COMMAND:
ORGANIZATIONS AS MACHINES 11
Machines, Mechanical Thinking,
and the Rise of Bureaucratic Organization 13
The origins of Mechanistic Organization 15
Classical Management Theory:
Designing Bureaucratic Organizations 18
Scientific Management 22
Strengths and Limitations of the Machine Metaphor 26
3. NATURE INTERVENESS:
ORGANIZATIONS AS ORGANISMS 33
Discovering Organizational Needs 34
Recognizing the Importance of Environment:
Organizations as Open Systems 38
Contingency Theory:
Adapting Organization to Environment 42
The Variety of the Species 49
Contingency Theory: Promoting
organizational Health and Development 54
Natural Selection: The Population-Ecology
View of Organizations 59
Organizational Ecology: The Creation of Shared Futures 62
Strengths and Limitations of the Organismic Metaphor 64
4. LEARNING AND SELF-ORGANIZATION:
ORGANIZATIONS AS BRAINS 71
Images of the Brain 72
Organizations as Information Processing Brains 76
Creating Learning Organizations 81
Cybernetics, Learning, and Learning to Learn 81
Can Organizations Learn to Learn? 84
Guidelines for ?Learning Organizations? 87
Organizations as the Holographic Brains 97
Principles of Holographic Design 99
Strengths and Limitations of the Brain Metaphor 112
5. CREATING SOCIAL REALTY:
ORGANIZATIONS AS CULTURES 115
Culture and Organization 116
Organization as a Cultural Phenomenon 116
Organization and Cultural Context 118
Corporate Cultures and Subcultures 125
Creating Organizational Reality 134
Culture: Rule Following or Enactment? 134
Organization: The Enactment of a Shared Reality 137
Strengths and Limitations of the Culture Metaphor 140
6. INTERESTS, CONFLICT, AND POWER:
ORGANIZATIONS AS POLITICAL SYSTEMS 149
Organizations as Systems of Government 151
Organizations as Systems of Political Activity 156
Analyzing Interests 157
Understanding Conflict 163
Exploring Power 166
Managing Pluralist Organizations 194
Strengths and Limitations of the Political Metaphor 202
7. EXPLORING PLATO?S CAVE:
ORGANIZATIONS AS PSYCHIC PRISONS 207
The trap of Favored Ways of Thinking 208
Organization and the Unconscious 212
Organization and Repressed Sexuality 212
Organization and the Patriarchal Family 218
Organization, Death, and Immortality 219
Organization and Anxiety 221
Organization, Dolls, and Teddy Bears 227
Organization, Shadow, and Archetype 230
The unconscious: A Creative and Destructive Force 234
Strengths and Limitations
of the Psychic Prison Metaphor 235
8. UNFOLDING LOGICS OF CHANGE:
ORGANIZATION AS FLUX AND TRANSFORMATION 241
Autopoiesis: Rethinking Relations With the Environment 243
Enactment as a form of Narcissism: Organizations
Interact with Projections of Themselves 246
Identity and Closure:
Egocentricism Versus Systemic Wisdom 248
Shifting ?Attractors?: The Logic of
Chaos and Complexity 251
Managing in the Midst of Complexity 255
Loops Not Lines: The Logic of Mutual Causality 263
Contradiction and Crisis: The Logic of Dialectical Change 273
Dialectical Analysis:
How Opposing Forces Drive change 275
The Dialectics of Management 280
Strengths and Limitations of
the Flux and Transformation Metaphor 287
9. THE UGLY FACE: ORGANIZATIONS AS
INSTRUMENTS OF DOMINATION 291
Organization as Domination 293
How Organizations Use and Exploit their Employees 297
Organization, Class, and Control 298
Work Hazards, Occupational Disease,
and Industrial Accidents 304
Workaholism and Social and Mental Stress 213
Organizational Politics and
the Radicalized Organization 313
Multinationals and the World Economy 315
The multinationals as World Powers 319
Multinationals: A Record of Exploitation? 322
Strengths and Limitations of the Domination Metaphor 330
PART III: IMPLICATIONS FOR PRACTICE
10. THE CHALLENGE OF METAPHOR 337
Metaphors Create Ways of
Seeing and Shaping Organizational Life 338
Seeing, Thinking, and Acting in New Ways 341
11. READING AND SHAPING ORGANIZATIONAL LIFE 345
The Multicom Case 346
Interpreting Multicom 349
Developing a Detailed Reading and ?Storyline? 351
Multicom from Another View 358
?Reading? and Emergent Intelligence 361
12. POSTSCRIPT 363
Bibliographic Notes 423
1: Introduction 367
2: The Machine Metaphor 369
3: The Organismic Metaphor 374
4: The Brain Metaphor 379
5: The Culture Metaphor 386
6: The Political Metaphor 390
7: The Psychic Prison Metaphor 395
8: The Flux and Transformation Metaphor 401
9: The Domination Metaphor 410
10: The Challenge of Metaphor 417
11: Reading and Shaping Organizational Life 418
12: Postscript 421
Bibliography 423 

Includes bibliographical references (p. 423-473) and index.