Part 1: Social Analysis, Discourse Analysis, Text Analysis 1. Introduction 2. Texts, Social Events, and Social Practices 3. Intertextuality and Assumptions Part 2: Genres and Action 4. Genres 5. Meaning Relations between Sentences and Clauses 6. Types of Exchange, Speech Functions, and Grammatical Mood Part 3: Discourses and Representations 7. Discourses 8. Representations of Social Events Part 4: Styles and Identities 9. Styles 10. Modality and Evaluation 11. Conclusion

http://disciplinas.stoa.usp.br/pluginfile.php/270695/mod_folder/content/0/ii.%20Norman_Fairclough_Analysing_discourse.pdf?forcedownload=1

Analysing Discourse: Textual Analysis for Social Research

Since the late 1980s, Critical Discourse Analysis (CDA) has become a well-established field in the social sciences. However, in contrast with some branches of linguistics, CDA is not a discrete academic discipline in the traditional sense, with a fixed set of research methods. The manifold roots of CDA lie in a myriad of disciplines including rhetoric, anthropology, philosophy and cognitive science, to name a few. This four-volume set brings together seminal articles on the subject from varied sources, creating an invaluable roadmap for scholars seeking to consolidate their knowledge of CDA, and of its continued development. Sculpted and edited by a leading voice in the field, this work covers the interdisciplinary roots, the most important approaches and methodologies of CDA, as well as applications in other disciplines in an updated and comprehensive way. Structured thematically, the four volumes cover a wide range of aspects and considerations: Volume One: Histories, Concepts and Interdisciplinarity Volume Two: Theoretical Approaches and Methodologies Volume Three: 'Doing CDA' - Case Studies Volume Four: Applications and Perspectives - New Trends in CDA

https://ndl.ethernet.edu.et/bitstream/123456789/18225/1/94pdf.pdf

Critical Discourse Analysis

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

A century after the publication of Max Weber's The Protestant Ethic and the "Spirit" of Capitalism, a major new work examines network-based organization, employee autonomy and post-Fordist horizontal work structures.

The New Spirit of Capitalism

One dimensional man

The definition of art inherited from the Romantic era implies that " true " art must be totally free and exclusively in its own service. All forms of constraint and control are therefore seen as destructive. Yet art today is increasingly produced in a relationship with organizations and in a collective context which necessarily produces certain forms of control. The author has therefore tried here both to define this control and the forms of art at the centre of the accusation that control could kill art, and to identify the forms of control at play in the most innovative productions which are also, " a priori ", the most hostile areas to any form of constraint. Four sources of control are distinguished: self-control, control by romantic ideology, control through a gift and control by an adhocratic body. The paradox is that these four sources of control, which break away from traditional management, are today part of the reflection of the most modern management. It seems very likely that this will affect artists' historical reservations vis-a-vis management.

Les organisations et le travail artistiques sont-ils contrôlables?

18. La quantification de l'économie et la recherche en sciences sociales : paradoxes, contradictions et omissions. Le cas exemplaire de la positive accounting theory

No organization is immune from the influence of management tools. Such tools as norms, indicators, ranking, evaluation grids and management control systems have moved outside the managerial and consultancy realm within which they were first developed to reach public administrations and policy-makers, as well as a range of other governmental and non-governmental organizations. Taking management tools out of the practical and utilitarian contexts to which they are often consigned and approaching them from a social analytical perspective, this book gives primacy to these everyday objects that constitute the background of organizational life and remain too often unquestioned. Bringing together developing streams of research from anthropology, political science, social psychology, sociology, accounting, organisation theory and management, Eve Chiapello and Patrick Gilbert offer an unprecedented theoretical synthesis that will help managers, scholars and policy-makers to unpack the functional and dysfunctional roles and effects of management tools within and across organizations.

Management Tools : A Social Sciences Perspective

Resume Parce qu’elle represente une menace, non seulement pour la sante au travail mais aussi pour la productivite, la violence psychique au travail fait l’objet d’attentions de plus en plus vives. Parallelement, la gestion se presente comme une pratique de plus en plus instrumentee et, semble‑t‑il, deshumanisee. Dans quelle mesure les outils de gestion participent‑ils a la violence psychique au travail. Peut‑on leur attribuer directement les manifestations de violence ? Ou doit‑on plutot voir celles‑ci, comme la consequence d’usages deviants ? Cherchant a eclairer ces questions, l’article presente une revue des recherches critiques construisant un lien entre les outils de gestion et la violence au travail puis en discute les enseignements. Il montre en particulier que si les outils de gestion sont parfois des vecteurs de violence, leurs usages peuvent aussi generer des regulations ayant une vertu de pacification.

/pdf/les-outils-de-gestion-producteurs-ou-regulateurs-de-la-1p3083tkrg.pdf

Eve Chiapello

Papers

Les organisations et le travail artistiques sont-ils contrôlables?

18. La quantification de l'économie et la recherche en sciences sociales : paradoxes, contradictions et omissions. Le cas exemplaire de la positive accounting theory

Management Tools : A Social Sciences Perspective

Les outils de gestion : producteurs ou régulateurs de la violence psychique au travail ?

Financialization as a Socio-technical Process