000			01518pab a2200169 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aHodgson, Domian E.
245			_aProject work: the legacy of bureaucratic control in the post-bureaucratic organization
260			_c2004
300			_ap.81-100.
362			_aJan
520			_aMuch of the interest in `post-bureaucracy' in both managerialist and critical circles resides in its perceived potential to break with the traditions of bureaucratic, hierarchical control in work organizations. In response to the challenges of the post-bureaucratic form, project management has been put forward by many as a `tried-and-test' package of techniques able to cope with discontinuous work, expert labour and continuous and unpredictable change while delivering the levels of reliability and control of the traditional bureaucracy. In this article I explore some of the contradictions and tensions within a department where such a `hybrid' mode of control is implemented, embodying both bureaucratic and post-bureaucratic logics. In particular, I focus upon the discursive tactics employed to sell `rebureaucratization' as `debureaucratization', and the complex employees responses to this initiative. I argue that the tensions evident here cast significant doubt on the feasibility of a seamless integration of bureaucracy and the post-bureaucratic. - Reproduced.
650			_aProject management
650			_aBureaucracy
773			_aOrganization
909			_a59431
999			_c59431 _d59431