ساختن برای ماندن در «اداره»: فهم پویایی های ساخت اجتماعی واقعیت در پرتو قوم نگاری سازمانی

نویسندگان
1 - دانشجوی دکتری، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران
2 دانشیار، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، ، ایران
3 استاد، دانشکده مدیریت و اقتصاد، دانشگاه شهید بهشتی، تهران، ایران
4 استاد، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران
چکیده
مقاله حاضر بر اساس قوم‌نگاری تفسیری انجام شده در یک سازمان دولتی («اداره») در تلاش است بخشی از هدف این مطالعه را- که توصیف نحوه ساخت اجتماعی «کارمند ایده‌آل» به‌وسیله گروه‌های مختلف ذینفع (مدیران و کارکنان) در «اداره» به منظور ماندن در اداره و «برخوردار شدن» است- از میان بررسی دو رویداد کلیدی «تغییرات مدیریت» و «تعدیل نیرو» محقق کرده و به رشته تحریر در آورد.
بر این اساس نخست ویژگی‌های سازه کارمند ایده‌آل از منظر مدیران جدید بر‌اساس چارچوب اشنایدر و اینگرام و معنابخشی آن‌ها در این قالب به کارکنان خود و تلاش مدیران جدید برای حرکت به سمت تحقق کامل سازه کارمند ایده‌آل آنان بیان می‌شود. سپس بر مبنای فعالیت‌هایی که در فرآیند ساخت اجتماعی واقعیت به‌وسیله کارمندان صورت می‌گیرد، اقدامات کارکنان برای ماندن در اداره، اخراج نشدن و حتی ارتقاء یافتن - بر مبنای تغییر و اصلاح سازه کارمند ایده‌آل مدیر جدید- در قالب مانیفستی برای ماندن در «اداره» تشریح می‌شود.
کلیدواژه‌ها

عنوان مقاله English

Constructing for Staying in "Edareh": Understanding the Dynamics of Social Construction of Reality in the Light of Organizational Ethnography

نویسندگان English

Seyed Hosein Kazemi 1
Hassan Danaee Fard 2
Ali Rezaeian 3
Adel Azar 4
1 . Associate Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.
2 Professor, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.
3 Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.
4 . PhD. student, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
چکیده English

This paper is based on an interpretive ethnography conducted in a public organization ("Edareh"). This paper attempts to achieve some part of the ethnography’s goal to describe how "ideal worker" is socially constructed by the different organization’s stakeholders (managers and employees), so as to stay and to be “advantaged". This goes through the light of analyzing the two key events, that is to say "management changes" and "layoff". At first, drawing on Schneider and Ingram framework, the characteristics of “ideal worker” construct from new managers’ view, their sense making of the employees with this framework and trying to move into the full realization of the construct is expressed. Then, based on social construction efforts on the part of employees, their struggles to stay, to not being fired, and even to get promoted - intended to changing and modifying the new manager’s “ideal worker” construct - is described in the form of a manifesto for staying in “Edareh”.

کلیدواژه‌ها English

Interpretive ethnography
Ideal worker
Social construction of reality
Personal construct theory
 
 
 
[1]     Kelly G.; Psychology of personal constructs; Routledge, 2003.
[2]     Malle B. F.; How the mind explains behavior: Folk explanations, meaning, and social interaction; MIT Press, 2004.
[3]     Schneider A., Ingram H.; "Social construction of target populations: Implications for politics and policy"; American Political Science Review, Vol. 87, No. 2, 1993.
[4]     White J., Drew S., Hay T.; "Ethnography versus case study; Positioning research and researchers"; Qualitative Research Journal, Vol. 9, No. 1): 2009.
[5]     Scarangella L.; Multi-sited ethnography and the anthropological study of tourism; Paper presented at the association of social anthropologists annual conference "Thinking Through Tourism", London Metropolitan University, 10-13 April, 2007.
[6]     Falzon M. A. (Ed.); Multi-sited ethnography: Theory, praxis and locality in contemporary research; Ashgate Publishing, Ltd., 2009.
[7]     Emerson R. M., Fretz R. I., Shaw L. L.; "Participant observation and fieldnotes"; Handbook of Ethnography, 2001.
[8]     Humphreys M., WatsonT. J.;"Ethnographic practices: from ‘writing-up ethnographic research’ to ‘writing ethnography’"; Organizational Ethnography: Studying the Complexities of Everyday life, 2009.
[9]     Fetterman D. M.; Ethnography: Step-by-step, Vol. 17, Sage, 2010.
[10] Muecke M. A.; On the evaluation of ethnographies; In Jane M. Morse (Ed.), Critical Issues in Qualitative Research Methods, Thousand Oaks: Sage, 1994.
[11] Geertz C.; The interpretation of cultures: Selected essays, Vol. 5019. Basic Books, 1973.
[12] Creswell J. W., Miller D. L.; "Determining validity in qualitative inquiry"; Theory into Practice, Vol. 39, No. 3, 2000
[13] Cho J., Trent A.; "Validity in qualitative research revisited"; Qualitative Research, Vol. 6, No. 3, 2006.
[14] Tan F. B., Hunter M. G.;"The repertory grid technique: A method for the study of cognition in information systems"; Mis Quarterly, Vol. 26, No. 1, 2002.
[15] Wilson F., Tagg S.; "Social constructionism and personal constructivism: Getting the business owner's view on the role of sex and gender"; International Journal of Gender and Entrepreneurship, Vol. 2, No. 1, 2010.
[16] Ralley C., Allott R., Hare D. J., Wittkowski A.; "The use of the repertory grid technique to examine staff beliefs about clients with dual diagnosis"; Clinical psychology & psychotherapy,Vol 16, No. 2, 2009.
[17] Buzzanell P., Ellingson L.; Contesting narratives of workplace maternity; In Narratives, Health Healing: Communication Theory, Research and Practice (Harter L., Japp P. & Beck C., eds), J. Lawrence Erlbaum Associates, New Jersey, 2005.
[18] Charlesworth S., Baird M.; Getting gender on the agenda: The tale of two organizations; Women in Management Review, Vol. 22, No. 5, 2007.
[19] Nadesan M. H., Trethewey A.; Performing the enterprising subject: Gendered strategies for success (?); Text and Performance Quarterly, Vol. 20, No. 3, 2000.
[20] Bolino M. C., Turnley W. H.; "The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict"; Journal of Applied Psychology, Vol. 90, No. 4, 2005.
[21] Hoobler J. M., Lemmon G., Wayne S. J.; "Women's underrepresentation in upper management: New insights on a persistent problem"; Organizational Dynamics, Vol. 40, No. 3, 2011.
[22] Fineman S., Sims D., Gabriel Y.; Organizing & organizations (3rd ed.), London: Sage, 2005.
[23] Weick K.; Sensemaking in organizations; Thousand Oaks, CA: Sage, 1995.
[24] Weick K. E.; The social psychology of organizing (2nd ed.); Reading, MA: Addison Wesley, 1979.