The 1980s and 1990s have been a time of change for organizations, with a preoccupation for changing `organizational culture', a concept attributed to anthropology. These changes have been accompanied by questions about different styles of organizing. In both public and private sector organizations and in the first and third worlds, there is now a concern to understand how organizational change can be achieved, how indigenous practices can be incorporated to maximum effect, and how opportunities can be improved for disadvantaged groups, particularly women.
The Anthropology of Organizations questions `organizational culture' as a tool of management and presents and analyses the latest anthropological work on the management of organizations and their development, demonstrating the use of recent theory and examining the practical problems which anthropology can help to solve.

part |1 pages

Part I Indigenous management

chapter |6 pages


chapter 2|15 pages

Indigenous management and the management of indigenous knowledge

ByDavid Marsden

chapter 4|17 pages

Institution building

part |1 pages

Part II Gender and organizational change

chapter |8 pages


chapter 5|21 pages

Play of power

chapter 6|9 pages

Office affairs

ByRosemary Pringle

chapter 7|16 pages

The gendered terrains of paternalism

ByDeborah KerfootDavid Knights

part |1 pages

Part III Clients and empowerment

chapter |7 pages


chapter 9|13 pages

Community care as de-institutionalization?

chapter 11|14 pages

Idioms of bureaucracy and informality in a local Housing Aid Office

ByJeanette Edwards