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dc.contributor.authorGrugulis, Irena
dc.contributor.authorDundon, Tony
dc.contributor.authorWilkinson, Adrian
dc.identifier.citationI. Grugulis, T. Dundon and A. Wilkinson, 2000, Cultural Control and the Culture Manager: Employment Practices in a Consultancy, Work, Employment and Society, Vol. 14 (1), pp 97-116.en_US
dc.description.abstractThis article explores the use of company culture as a means of management control. It reports research conducted in a consultancy that aimed to secure loyalty from its employees through a conscious policy of organised play at company socials. Employees were given a certain amount of freedom over their working lives in exchange for accepting company regulation of their social time. Here it is argued that this normative control differs from historical attempts to ensure that employees were of good moral character. In earlier interventions social and community interventions were emphasised, now every virtue encouraged is designed to be exercised in the workplace, often at the expense of the individual or the community. Further, that while control through organisational culture does have some of the advantages claimed for it in the prescriptive literature, it also extends the employment contract to areas previously outside the managerial prerogativeen_US
dc.publisherWork Employment and Societyen_US
dc.subjectDepartment of Managementen_US
dc.subjectSchool of Business and Economicsen_US
dc.subjectManagement Controlen_US
dc.subjectEmotional Labouren_US
dc.subjectHuman Resource Managementen_US
dc.titleCultural Control and the Culture Manager: Employment Practices in a Consultancyen_US

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