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Bang & Olufsen, the famous Danish producer of high-end home electronics, is well known as an early exponent of value-based management: the idea that there should be consistency in what the organisation does, a certain continuity between what the company develops and sells, and the beliefs and practices of the employees. This study investigates how company values are communicated and the collective identity is articulated through the use of such concepts as 'culture', 'fundamental values', and 'corporate religion', as well as how employees negotiate these ideas in their daily working lives. As…mehr
Bang & Olufsen, the famous Danish producer of high-end home electronics, is well known as an early exponent of value-based management: the idea that there should be consistency in what the organisation does, a certain continuity between what the company develops and sells, and the beliefs and practices of the employees. This study investigates how company values are communicated and the collective identity is articulated through the use of such concepts as 'culture', 'fundamental values', and 'corporate religion', as well as how employees negotiate these ideas in their daily working lives. As this book reveals, the identification of values, meant to create cohesion and solidarity among employees, came to symbolise and engender a split between the staff and the other parts of the company. By examining the rise and fall of the value-based management approach, this volume offers the indispensible insight of anthropological enquiry to expose how social realities challenge conventional management strategies and therefore must be considered in the development of new management techniques.
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Autorenporträt
Jakob Krause-Jensen is an anthropologist and Associate Professor at the Danish School of Education, Aarhus University. His research focuses on the way ethnographic methods and anthropological theory can be used to understand organizations and the life within them in critical and creative ways.
Inhaltsangabe
Foreword by John Van Maanen Acknowledgements Chapter 1. Starting Fieldwork on 'the Farm' Chapter 2. 'Reflexibility'-the Methodology of Fieldwork Among Lay Ethnographers Chapter 3. The Power of Culture Chapter 4. Farm, Factory, Firm - the Culture of Design and the Design of Culture Chapter 5. Breakpoint: Metaphors of Change Chapter 6. From 'Corporate Identity Components' to 'Fundamental Values' Chapter 7. 'Brand Religion'- and Voices of Heresy Chapter 8. Working With Human Resources Chapter 9. How To Do Things With Words Chapter 10. The Social Significance of Flexibility Chapter 11. Conclusion Postscript: 5 years later - Bang & Olufsen revisited Appendix References Index
Foreword by John Van Maanen Acknowledgements Chapter 1. Starting Fieldwork on 'the Farm' Chapter 2. 'Reflexibility'-the Methodology of Fieldwork Among Lay Ethnographers Chapter 3. The Power of Culture Chapter 4. Farm, Factory, Firm - the Culture of Design and the Design of Culture Chapter 5. Breakpoint: Metaphors of Change Chapter 6. From 'Corporate Identity Components' to 'Fundamental Values' Chapter 7. 'Brand Religion'- and Voices of Heresy Chapter 8. Working With Human Resources Chapter 9. How To Do Things With Words Chapter 10. The Social Significance of Flexibility Chapter 11. Conclusion Postscript: 5 years later - Bang & Olufsen revisited Appendix References Index
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