Reconstructing Organization: The Loungification of Society by Damian P. O'Doherty

By Damian P. O'Doherty

This designated publication breaks unique floor in administration and association reviews by means of drawing on over 2½ years of ethnographic learn in an important united kingdom overseas airport staff. a lot has been written concerning the ‘McDonaldisation’ or ‘Disneyization’ of society, yet few were responsive to what the writer phrases ‘Loungification of society’. A minor mode of association, yet one whose results tend to turn into ever extra profound, this learn indicates how administration and association is itself being reconstructed and reshaped in terms of loungification. Drawing on severe administration experiences, actor-network thought, and debates in modern anthropology round the so-called ontological flip, Reconstructing Organization enacts a veritable scan in enterprise and administration reports. who're those coming loungers? What do they need? do we deal with them? Or will they quickly trap us with their speaking chairs and ‘crinicultural’ politics?

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The neat lines and boxes offered simplicity and reassurance and with no place on the map for the ethnographer it appeared to offer an objectivity rendered absolute by an apparent sovereign and total bird’s eye view of the organization. At the time, I rationalised the difficulties I was experiencing in securing ‘access’ in terms that I characterised as the pathologies of management and bureaucracy, which seemed particularly acute in an airport. If only I had been given this chart earlier or had not had to contend with hothead fools such as Andy Thompson, I would be able to make much better progress in my research.

I had thought this would have been easy. The most basic introduction to business and management studies introduces students 2 ‘MAG Men’: Access to the Corridors of Corporate Power 35 to organisational structure through which authority is established and its attendant processes and regulations mapped out (Boddy 2008; Mullins and Christy 2013). We might therefore expect that there was due process to be observed, jurisdictions, territories and demarcations, reporting lines, spans of control, zones of responsibility, and structures of authority.

As I came to deploy the concept ‘MAG men’ personalities and personal rivalries and ambitions receded into the background. This helped me acquire some distance from the superficial immediacy of experience and one mode of reflexive engagement and constitutive enactment of organization (Mol 2002; Law 2004). ) began to be made available, which as will be explored also required attention to more complex forms of ‘politics’ than is customary in management and organization studies. As this chapter concludes, ‘MAG men’ encouraged the research to consider the significance of a range of socio-­material objects and practices that rendered management much more contingent and provisional than was possible within a strictly ‘critical’ frame of reference.

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