
Contents
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Introduction Introduction
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the new model army the new model army
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Organizational Commitment And The New Model Organization Organizational Commitment And The New Model Organization
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The Nature Of Organizational Commitment The Nature Of Organizational Commitment
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1. The consultants’ tale: (a.k.a. Managerial Séance versus Managerial Science) 1. The consultants’ tale: (a.k.a. Managerial Séance versus Managerial Science)
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2. The dominant ideology 2. The dominant ideology
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Actor-network Theory Actor-network Theory
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Conclusion Conclusion
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4 Managing Change Through Commitment: Autistic, New Model, or Pandorian Organization?
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Published:November 1997
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Abstract
In examining management styles during the 1990s, there are three fundamental features that need to be analysed: endeavours made in changing the operations of organizations; the fact that these endeavours mostly resulted in failure; and the fact that most organizations may be characterized with risk aversion. As has been seen in previous chapters, organizations and managing organizations in the Western World is accompanied by a continuous state of turmoil since consecutive changes are viewed to be attempts at reversing what has previously been constructed. The traditional measures of business organization and the organization of public services are no longer feasible for dealing with how overseas competitors have increased within the industry. This chapter looks into how organizations have failed to proceed with successful transformations.
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