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Organizational Anomie: A grounded th...

Lafler, Shelley Donaldson.

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Organizational Anomie: A grounded theory study.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Organizational Anomie: A grounded theory study./
作者:	Lafler, Shelley Donaldson.
面頁冊數:	88 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-10, Section: A, page: 3829.
Contained By:	Dissertation Abstracts International66-10A.
標題:	Sociology, Social Structure and Development. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3193429
ISBN:	9780542373121

Organizational Anomie: A grounded theory study.
Lafler, Shelley Donaldson.

Organizational Anomie: A grounded theory study. - 88 p.

Source: Dissertation Abstracts International, Volume: 66-10, Section: A, page: 3829.

Thesis (Ed.D.)--Fielding Graduate University, 2005.

Using grounded theory (GT) methodology, this study's area of interest is student achievement. Emerging from the data, the main concern of the participants is the core variable, Organizational Anomie. "Anomie" is a reference drawn from Durkheim's (1997) study on suicide, wherein a state of anomie results from rapid changes in societal norms leading to chaos and confusion.

ISBN: 9780542373121Subjects--Topical Terms:

1017425
Sociology, Social Structure and Development.

Organizational Anomie: A grounded theory study.
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245 1 0 $a Organizational Anomie: A grounded theory study.
300 $a 88 p.
500 $a Source: Dissertation Abstracts International, Volume: 66-10, Section: A, page: 3829.
500 $a Chair: Lee Mahon.
502 $a Thesis (Ed.D.)--Fielding Graduate University, 2005.
520 $a Using grounded theory (GT) methodology, this study's area of interest is student achievement. Emerging from the data, the main concern of the participants is the core variable, Organizational Anomie. "Anomie" is a reference drawn from Durkheim's (1997) study on suicide, wherein a state of anomie results from rapid changes in societal norms leading to chaos and confusion.
520 $a Organizational Anomie is defined as a systemic state of chaos and normlessness, resulting from a pervasive and persistent culture of confusion. There are three major, interrelated conditions that significantly contribute to this culture of confusion: (a) an incongruous, unregulated environment; (b) a misalignment of individual perceptions, and (c) nonsynchronization among organizational units. There are four major, interrelated consequences: (a) confusion, (b) feelings of frustration, (c) an erosion of relational trust, and (d) a loss of faith in management's capacity to provide effective leadership.
520 $a Faced with these negative consequences, individuals exercise one or more of the following coping strategies: withdrawal, departure, or self-assertion. Self-assertion often takes the form of a proactive coping strategy identified as the rescuing process. The rescuing process is a five-stage problem-solving sequence: Stage 1, problem build-up cycle; Stage 2, improvising; Stage 3, band-aiding; Stage 4, disenchantment; and Stage 5, derailment.
520 $a The rescuing process yields paradoxical outcomes. Although providing some relief in the level of frustration and encouraging positive social interaction, the process isolates individuals who are outside the alliance and increases the workload for group members. Over the long run the process exacerbates the situation, ultimately prolonging the culture of confusion and deepening the systemic nature of Organizational Anomie.
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