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Bibliography: leaves 598-620.

Bibliography: leaves 598-620 / 620 leaves ; 30 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / Thesis (Ph.D.)--University of Adelaide, Dept. of History, 1989

Made available in DSpace on 2010-04-20T20:48:30Z (GMT). No. of bitstreams: 3 71060100680.pdf.jpg: 17238 bytes, checksum: 045208f91340e1f363fcc53f2da74165 (MD5) 71060100680.pdf: 1918382 bytes, checksum: 560facccd930ecd1469fd9e75acf6a7d (MD5) 71060100680.pdf.txt: 576611 bytes, checksum: 1169fbf3b05d1e8b266f42fa9d80f8f8 (MD5) Previous issue date: 2008-07-02T00:00:00Z / This study traces the history of management in Brazil in the early twentieth century. Because of the upheavals of industrialization and the great multiunitary industries at the turn of the twentieth century in the São Paulo area, we have centered our analysis on this region and period. We focus particularly on the first twenty years after the founding of the Institute for the Rational Organization of Work (IDORT) in 1931 in the city of São Paulo. We view this event as the first organized effort to spread the doctrines and principles of management in Brazil. Therefore, our study aims to examine how it happened the attempt to introduces Management by IDORT in São Paulo in the 1930s and 1940s. Our theoretical framework is constituted within the institutionalist historical analysis and the works of authors concerning the historical theory of big companies, but also the perspective of Brazilian social history, which observes the conditioning of Brazilian institutions to references which differ from those of the emergence of the social and economic order which is characteristic of modern times. For this reason, we begin with the premise that the attempt to introduce management into the country following the founding of IDORT was conditioned by an institutional context that had traits of traditionalist patrimonial elements. Methodologically, we sought to let our research be guided by documents found in historical archives when we analyzed IDORT’s historical documents from its first two decades. We found elements revealing that the operations of this organization were redirected owing to the difficulties it faced in the early years and opportunities that arose when the president of the Institution was nominated for the position of governor of São Paulo State. We concluded that the relative lack of commitment on the part of industrialists at that time to IDORT’s management project was a key point in the shift of focus by the institute from the private to the public sector. However, this was also the case with the shift of focus from first and second degree administration levels to the operational level. We found evidence that suggests that this attitude of the average entrepreneur in São Paulo’s industry in the early twentieth century was due to the incomplete transition of large industries at that time to professional management, which only became more widespread in later decades as a result of an initiative on the part of the State to create important schools of management in the country and intensify its policy of substituting imports through the strict application of the ‘lei de similares’. / O presente trabalho resgata a história do Management no Brasil no início do século passado. Tendo em conta a efervescência da industrialização e das grandes indústrias multiunitárias durante a virada do século dezenove para o vinte na região de São Paulo, centramos nossa análise neste período e local. Focamos particularmente o período da fundação do Instituto de Organização Racional do Trabalho (IDORT), criado em 1931 na capital paulista, até vinte anos após a sua criação. Consideramos este evento como o primeiro esforço organizado de disseminação das doutrinas e princípios do Management no país. Assim, nosso estudo teve por objetivo verificar como se deu a tentativa de introdução do Management pelo IDORT durante as décadas de 1930 e 1940 em São Paulo. Nosso quadro teórico de referência é constituído fundamentalmente dentro da análise histórica institucionalista, onde se destaca o trabalho de autores da teoria histórica da grande empresa, mas também contemplando a perspectiva da história social brasileira, que observa o condicionamento das instituições brasileiras a referências diversas daquelas que sustentaram a emergência da ordem econômica e social característica da modernidade. Por isso, partimos da premissa de que a tentativa de introdução do Management no país com a fundação do IDORT foi condicionada por um contexto institucional marcado por elementos de uma orientação tradicional patrimonialista. Metodologicamente, buscamos nos orientar pela pesquisa documental em Arquivos Históricos, onde analisamos documentos históricos do IDORT referente às duas primeiras décadas de existência do Instituto. Identificamos elementos que revelam terem sido as ações desta organização redirecionadas por conta das dificuldades enfrentadas nos primeiros anos e pelas oportunidades que surgiram com a nomeação do presidente do IDORT para o governo do Estado de São Paulo. Concluímos que o relativo descomprometimento dos industriais daquele período com o projeto de racionalização gerencial do IDORT foi crucial para a mudança de foco instituto do setor privado para o setor público, mas também da mudança do foco no nível da administração de primeira e segunda linha para o nível operacional. Apontamos indícios que sugerem que esta atitude do típico empreendedor industrial paulista do início do século passado se deu devido a transição incompleta das grandes indústrias daquele período para a administração profissional, que somente veio a se realizar mais extensivamente nas décadas seguintes, com a iniciativa do Estado na criação de importantes escolas de administração no país, bem como com a intensificação da política de substituição de importações promovida com a aplicação rigorosa da lei de similares.

<p align="justify">Partant du mouvement managérial de remise en cause de l'organisation classique aussi appelée bureaucratie mécaniste ou encore entreprise taylorienne et fordienne qui a pris vigueur au début des années 80, l'architecture de cette thèse se structure en trois parties étroitement interdépendantes.</p><p><p><p align="justify">La première partie porte sur l'innovation managériale, c'est-à-dire sur les doctrines et les outils de gestion qui, à partir de la fin du siècle passé et du début de ce siècle, ont façonné l'histoire du management. Le regard porté conduit à relativiser voire à rompre avec certains lieux communs. Ainsi force est de constater que l'entreprise classique a fait l'objet au cours du temps d'un certain nombre de critiques, d'un certain nombre de tentatives d'aménagement voire même de dépassement. Notons toutefois que, par rapport aux tentatives précédentes, celle qui a débuté au début des années 80 apparaît beaucoup plus profonde au niveau des intentions et surtout beaucoup plus largement partagée par les managers. Par ailleurs, la lecture avancée insiste sur la dimension cyclique de l'histoire du management. Enfin, concernant la période actuelle, l'idée de mode est réfutée au profit de celle d'un construit étalé dans le temps.</p><p><p><p align="justify">La deuxième partie est consacrée à une étude de cas portant sur une grande entreprise sidérurgique. L'analyse faite s'articule autour du concept de bloc sociotechnologique dont la paternité revient à Pierre Bouvier (Le travail au quotidien: une démarche socio anthropologique, Paris, PUF, 1989). Dans cette optique, l'histoire récente de l'entreprise peut être posée comme celle du passage d'un bloc à un autre, c'est-à-dire d'une articulation relativement cohérente entre des variables différentes sociale, économique, politique, technologique. à une autre. Pour le faire ressortir, trois histoires connexes ont été relatées et analysées en détail:</p><p><p><p align="justify">La première histoire est micro-économique. Elle fait une large place à la crise comme élément de rupture par rapport au passé et aux restructurations successives qu'elle a entraînées. Sur la durée, celles-ci sont particulièrement révélatrices de l'évolution des rapports de force entre les acteurs. Elles mettent également en lumière les "dégâts" humains et sociaux provoqués par la modernisation.</p><p><p><p align="justify">La deuxième histoire est relative à l'évolution technologique. En sidérurgie, comme dans la plupart des secteurs traditionnels, les nouvelles technologies de l'information et de la communication sont venues véritablement bouleverser les univers de travail. A ce niveau, l'analyse s'est centrée sur les multiples effets socio-organisationnels liés à l'informatisation des outils.</p><p><p><p align="justify">La troisième et dernière a trait à la modernisation managériale. Dans le cas particulier de l'entreprise, elle débute à la fin des années 70 avec l'arrivée d'un nouveau directeur général. Toutefois, ce n'est qu'au début des années 80 que la volonté de renouveau managérial commence réellement à se concrétiser avec le développement des cercles de qualité et de progrès. Par la suite, l'entreprise ne cessera d'innover. Ainsi, vers la fin des années 80, la direction adopte la qualité totale comme mode de management. Dans ce cadre, elle multiplie les nouveaux concepts et les nouveaux outils de gestion: plan d'amélioration de la qualité, assurance qualité, topomaintenance, statistical process control, prime de progrès, etc. Enfin, après avoir réalisé d'importantes économies et fiabilisé son processus de production, vers le milieu des années 90, la direction témoigne d'une volonté de repenser son mode d'organisation et de gestion du personnel. Ainsi, par exemple, il est de plus en plus question d'organisation apprenante ou qualifiante.</p><p><p><p align="justify">Chacune de ces innovations a fait l'objet d'une présentation et d'une analyse socio-organisationnelle approfondie. Sans entrer dans les détails, soulignons cependant que la mise en oeuvre d'une nouvelle organisation du travail et d'une gestion individualisée des carrières vient en quelque sorte finaliser l'émergence d'un nouveau bloc sociotechnologique.</p><p><p><p align="justify">Quant à la troisième partie, elle est consacrée à une lecture théorique de l'innovation managériale à partir des concepts de l'analyse stratégique. Toutefois, la mobilisation du cadre théorique développé par Michel Crozier et Erhard Friedberg a également conduit à en souligner certaines limites dont le rejet de la dimension historique de l'organisation et de ses acteurs.</p><p><p> / Doctorat en sciences sociales, Orientation sociologie / info:eu-repo/semantics/nonPublished

The purpose of this study is to aid interpreters in evaluation sources (research material) for use in interpretive presentations and programs in Sequoia and Kings Canyon National Parks. This was done by illustrating the need for source evaluation and then developing the guidelines for selecting, evaluating, and most effectively using various sources in the development of interpretive programs in the National Parks Services (NPS).

Between the 1850s to the 1960s, the department store emerged as a prominent retail format worldwide. As a retail format, the department store model broke away from pre-existing retailer and consumer conceptions of shopping and the shopping environment. Store leaders placed their focus on creating an uplifting mode of consumerism that perpetuated the department store as an ‘experience.’ However, behind the department store’s ‘magical’ façade, store management preplanned and manipulated consumer interactions with every part of the store. The managerial techniques managers used allowed these institutions to become an epicentre of consumerism and urban culture globally. The department store has lost its reputation as a vibrant shopping location in the digital age, and retailers and consumers alike have disregarded it as solely a monument of retail nostalgia. Nonetheless, today’s retailers still have much to learn from the ways department store leaders innovated. The management techniques used in department stores can provide insight into these institutions’ successes and pitfalls when navigating changing retail circumstances. If the department store is used as a tool of managerial know-how for retailers in the digital age, it could allow other retailers to sustain a semblance of the department store’s longevity, commercially and culturally. Hudson’s Bay, a remaining store in the Canadian department store industry, features as a case study to highlight the extent to which department store leaders designed and managed their stores. / Dissertation / Doctor of Philosophy (PhD) / This thesis examines the department store’s legacy as a tool of managerial know-how for retailers in the digital age. From the 1890s to the 1960s, department stores were an epicentre of consumerism and urban culture in locales worldwide. Department store management crafted store environments to create a ‘magical’ atmosphere for customers while calculating every consumer interaction with the store behind the scenes. Over the twentieth and twenty-first centuries, increased retail competition has forced many stores to close, often leaving visual façades as the sole reminders of some defunct stores. Yet, the extensive management techniques used inside and outside stores provide insight into how this retail format achieved prominence, how its leaders responded to competitors, and how department store management techniques can contribute to current retail discussions despite its continued decline.

Thèse numérisée par la Direction des bibliothèques de l'Université de Montréal.

Doctorat en philosophie et lettres / info:eu-repo/semantics/nonPublished

This qualitative study of representative bureaucracy examines the extension and limitations of liberal democratic rights by connecting environmental and social history with policy, individual decision making, gender, race, and class in American history. It documents major cultural shifts in a homogeneous patriarchal organization, constraints, advancement, and the historical agency of women and minorities. "Creating a Multicultural Forest Service" identifies a relationship between natural and human resources and tells a story of expanding and contracting civil liberties that shifted over time from women and people of color to include the differently-abled and LGBT communities. It includes oral history as a key to uncovering individual decision points, relational networks, organizational activism, and human/nature relations to shape meaningful explanations of historical institutional change. With gender and race as primary categories, this inquiry forms a history that is critical to understanding federal bureaucratic efforts to meet workforce diversity goals in natural resource organizations.