دانلود مقاله ISI انگلیسی شماره 5265
عنوان فارسی مقاله

نقش رو به رشد کنترل های غیررسمی : آیا یادگیری سازمانی کارگران را توانمند می سازد یا مطیع؟

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
5265 2001 16 صفحه PDF سفارش دهید محاسبه نشده
خرید مقاله
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عنوان انگلیسی
?The growing role of informal controls: does organization learning empower or subjugate workers
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : Critical Perspectives on Accounting, Volume 12, Issue 6, December 2001, Pages 697–712

کلمات کلیدی
کنترل های رسمی - یادگیری سازمانی - توانمندسازی - مطیع
پیش نمایش مقاله
پیش نمایش مقاله نقش رو به رشد کنترل های غیررسمی : آیا یادگیری سازمانی کارگران را توانمند می سازد یا مطیع؟

چکیده انگلیسی

Several management theorists have called for organizations to incorporate organization learning, empowerment, open-book management, and similar initiatives to generate better value from an important strategic resource: employees. What does this mean for the controlled? Do extensions of the management control system’s ability to implement the strategy of the firm offer workers a more central role in creating their future? Or is this “progress" just another means to extract extra effort from workers for the benefit of owners? This paper is developed in two parts. The first argues that seeking better value from workers is here to stay, and that the implications for management control system bear consideration. In particular, the five disciplines of Senge’s (1990) Organization Learning are introduced to illustrate growing ways informal controls enhance workers’ knowledge contributions. The second half of the paper examines implications of this increasing control. Some argue that it is naive to expect organization learning will lead managers to willingly realign existing lopsided rewards. However, as a natural response to change, these controls are themselves dynamic and evolutionary. This paper suggests that the growing dependence on employee’s superior knowledge recalibrates power arrangements. Further there is a growing awareness that many managers’ self-interest is mitigated by their sense of fairness. Consequently, an increasingly shared authority combined with the self-reflection and transparency of organization learning raises the possibility of an environment where those who perform the work share more equally in its rewards.

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