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The philosophy of Gilles Deleuze is expanded to argue that organization is a dynamic quality on its own and that change and organization overlap each other. The multiplicity of order and of organization, strata and meshwork are tackled to understand the organization as creatively autosubversive.

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-954X.2006.00622.x Byline: Stephen Linstead (1) Abstract: Abstract Arising as a powerful challenge to programmatic views of sociology that sought to determine stable laws underpinning social order, ethnomethodology set out an alternative programme to reveal social order as a dynamic, contingent 'ongoing accomplishment'. This programme was neither micro nor macro, but was concerned with different contexts of accountability in which both individuals and institutions are given identity and reproduced. Recognising everyday life as an achievement, collective sense making, and the central importance of talk as a social process, ethnomethodology had an impact on all those arenas of sociology where ordinary interaction is an element. This introduction to the special section discusses the contributions of each of the papers - which cover mundane reasoning, social learning, the early acquisition of social competence, and the application of membership categorization analysis to gender - in relation to the continuing relevance of Garfinkel's legacy to contemporary sociological theory and practice. Author Affiliation: (1)University of York

Arising as a powerful challenge to programmatic views of sociology that sought to determine stable laws underpinning social order, ethnomethodology set out an alternative programme to reveal social order as a dynamic, contingent 'ongoing accomplishment'. This programme was neither micro nor macro, but was concerned with different contexts of accountability in which both individuals and institutions are given identity and reproduced. Recognising everyday life as an achievement, collective sense making, and the central importance of talk as a social process, ethnomethodology had an impact on all those arenas of sociology where ordinary interaction is an element. This introduction to the special section discusses the contributions of each of the papers--which cover mundane reasoning, social learning, the early acquisition of social competence, and the application of membership categorization analysis to gender--in relation to the continuing relevance of Garfinkel's legacy to contemporary sociological theory and practice.

The contribution that anthropology can make to the practical adaptation of environmental knowledge and practice to improve organization in western societies is discussed. The study not only focuses on the agency of the colonized but the total economic, social, cultural and environmental context of inscription.

This paper argues that our understandings of ourselves as gendered, as either masculine or feminine, are a power effect of the contemporary discourse of gender difference. The main premise of the paper is that this social construction of gender allows for gender difference to be resisted - and the form of resistance analyzed here is gender-inappropriate dress. Two forms of gender-inappropriate dress - male transvestism and female power dressing - are discussed in the paper and argued to present a particular kind of challenge to our discursively constituted sense of the rigidity and mutual exclusivity of the gender divide. This analysis is used in the conclusion to offer some critical comments regarding the strand of organizational analysis which argues for a 'feminization/re-eroticization' of the workplace. KEY WORDS: gender; discourse; transgression; dress; transvestism; power dressing., TICK ... is going to have the most trouble .... He owns more frocks than his two companions put together. He opens a rather large bag and stuffs in a [...]

This paper explores case material to show the extent to which non-organizational experiences of violence can shape subsequent behavior within organizations. These connections are not commonly considered either in the study of organizational behavior or of managerial practice, because behaviors from other arenas, adaptations, and responses, can be reproduced many years away from the source of anxiety. These behaviors are widespread, patterned, cyclical, and carry an inevitability about them that cannot be modified simply by changing behavior alone. The paper concentrates on examples where the extent of pathological behavior is easily seen, but the processes which surface are common mechanisms of 'ordinary' human behavior and more attenuated experiences of violence within organizations operate similarly. These processes are discussed through the work of object-relations theorists, Julia Kristeva, and recent theorists of masculinity, arguing that bureaucracies seek to deny the emotional dimension of their behavior and decision-making which creates emotion as an abject phenomenon, denied but present, ever potentially resurgent, never addressed as reality. Men are caught up in this web of societal and organizational denial because of their traditional dominance in formal organizations and the historical association of masculinity and rationality, compounded by the dynamics of male psychology. However traditional symbolic associations between men and physical violence introduce a problematic contradiction, and societal, cultural, and organizational arrangements tend to support and facilitate the psychodynamics of denial which deals with this contradiction by producing narcissistic and addictive responses. This is illustrated by a discussion of film, novel, and biographical data. The paper finally argues that men in organizations need to come to terms with the unacceptable in themselves and their experience in order to break this cycle of reproduction of dysfunctional behavior., KEY WORDS: abjection; violence; masculinity; management; addiction; organization. INTRODUCTION Violent behavior can take many forms -- extremely physical, sexual, intimidatory, psychological, intense, infrequent, impulsive, sustained, planned, ritualized, official, encultured, verbal, [...]

Social anthropology can help managers to realise their knowledge and insight into the nature of their work, particularly in the field of management education and research. Social anthropology provides a method for research in the use of ethnography and an understanding of the cultural processes used within organisations, such as symbolic understanding and communication. The discussion characterises management and looks into multi and interdisciplinary research in management.

A study is conducted on effects of ethnography and its post-modern developments on organizations. Postmodernism is shown to affect ethnography by complicating the processes of description, reference and establishment of authority in ethnographic texts. Postmodernism provides a 'literary' instead of 'scientific' models of texts wherein descriptions are active constructions instead of neutral recordings. Ostensive reference is also replaced by evocation. The development of deconstructive ethnography based on the theories of Jacques Derrida is presented. Deconstructive ethnography uses theory to give new life to subordinate terms to problematize the dominant understanding and re-create awareness in coventional conciousness. Deconstruction also demystifies social and organizational interactions without using theoretical or moral standards.

The benefits of using aesthetics like radio ballads and other cultural concepts by managers to tackle managerial decision making are explored.

'After us, there's only penguins.' (Anonymous Tasmanian bash philosopher, traditional) Abstract The paper is a reflection on some of the conditions associated with being an Australian Management scholar in the [...]

Abstract This comment takes one term which Fiona Wilson in her excellent and useful review of the research on gender in organization studies makes central to her thesis. Whilst this [...]