Exercising Agency is a book about decision making. In particular, it looks in detail at how a very important type of organizational decision gets made: whether or not to initiate a project. Making strategic decisions of this kind can never be a wholly rational and scientific process. And Exercising Agency lifts the lid on many of the important behavioural factors that inform project decisions: power and politics, personality, the ’rules’ of an organization. Mark Mullaly draws on his research to provide practical guidance for decision makers; project shapers, approving executives and those responsible for how initiation decisions are made. By explaining the influence, value and risks associated with the elements that inform the way we make strategic decisions he will help you identify how individuals and organizations can best support the process to ensure project initiation decisions are effective and most closely underpin the priorities of the organization. If you are involved in framing or making decisions about the future of your organization; the projects that you do or don’t decide to initiate, then read this book. It won’t make the decisions any easier but it will help you improve the quality of the decisions you make and over time, the effectiveness of your organizational decision making.

Over the past two decades the use of flexible employment relations has increased in most developed countries. The growth of temporary agency work constitutes a significant component of this development. Organizations are now facing the challenges of managing a ‘blended workforce’, i.e. a workforce consisting of both direct hires and contractors. At a time when Europe, as well as the rest of the world, is facing enhanced global competition and a severe labor market crisis, an understanding of temporary employment practices becomes all the more acute. With the evolution of the use of agency work in the Western world over the past decade, the chapters in this volume show how a focus on the management and organization of temporary agency work can be helpful to see possibilities and pitfalls for the use of temporary employment in the wake of changed employment practices and challenges to labor market stability and welfare structures. Together, the new case studies presented in this volume provide a wide scope of analysis of the organization and management of temporary agency work, offering a much-needed contribution to the discussion of issues and priorities that guide and shape organizational practices today. Its particular uniqueness lies in the empirical richness and variety of local case studies and the way in which these are related to wider policy aims, ideological shifts, and the dynamics of organizational practice, with a particular focus on the organization and management of ‘blended workforces’.

Why do states delegate certain tasks and responsibilities to international organizations rather than acting unilaterally or cooperating directly? Furthermore, to what extent do states continue to control IOs once authority has been delegated? Examining a variety of different institutions including the World Trade Organization, the United Nations and the European Commission, this book explores the different methods that states employ to ensure their interests are being served, and identifies the problems involved with monitoring and managing IOs. The contributors suggest that it is not inherently more difficult to design effective delegation mechanisms at international level than at domestic level and, drawing on principal-agent theory, help explain the variations that exist in the extent to which states are willing to delegate to IOs. They argue that IOs are neither all evil nor all virtuous, but are better understood as bureaucracies that can be controlled to varying degrees by their political masters.

Winner of the 2018 Outstanding Edited Book Award from the Organizational Communication Division of the National Communication Association The Agency of Organizing explains why the notion of agency is central to understanding what organizations are, how they come into existence, continue to exist, or fade away, and how they function. Written by leading organizational communication scholars, the chapters in this edited volume present seven different theoretical perspectives on agency in the dynamics of organizing. Authors discuss how they conceptualize agency from their own perspective and how they propose to investigate agency empirically in processes of organizing by using specific methods. Through insightful case studies, they demonstrate the value of these perspectives for organizational research and practice.

This timely collection addresses central issues in communication theory on the nature of organizing and organization. It contributes to the conception of materiality, agency, and discourse in current theorizing and research on the constitution of organizations. Representing scholarship in various parts of the world, it features contributions that overcome traditional conceptions of the nature of organizing by addressing the difficult issues of the performative character of agency; materiality as the basis of the iterability of communication and continuity of organizations; and discourse as both textuality and interaction.

A leading developmental psychologist proposes an evolutionary pathway to human psychological agency. Nature cannot build organisms biologically prepared for every contingency they might possibly encounter. Instead, Nature builds some organisms to function as feedback control systems that pursue goals, make informed behavioral decisions about how best to pursue those goals in the current situation, and then monitor behavioral execution for effectiveness. Nature builds psychological agents. In a bold new theoretical proposal, Michael Tomasello advances a typology of the main forms of psychological agency that emerged on the evolutionary pathway to human beings. Tomasello outlines four main types of psychological agency and describes them in evolutionary order of emergence. First was the goal-directed agency of ancient vertebrates, then came the intentional agency of ancient mammals, followed by the rational agency of ancient great apes, ending finally in the socially normative agency of ancient humans. Each new form of psychological organization represented increased complexity in the planning, decision-making, and executive control of behavior. Each also led to new types of experience of the environment and, in some cases, of the organism’s own psychological functioning, leading ultimately to humans’ experience of an objective and normative world that governs all of their thoughts and actions. Together, these proposals constitute a new theoretical framework that both broadens and deepens current approaches in evolutionary psychology.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

Explores the relationship between structure and agency through human reflexivity and the internal conversation.