Synopses & Reviews
Worldwide competition, the rapid expansion of the Internet, and the uncertainty of today's economic climate are among the myriad forces testing the traditional approaches to management. Questions abound about which practices for improving organizational effectiveness really work, which do not, and how proven programs can be introduced into complex organizations. Organizing for High Performance offers managers and researchers a wealth of practical knowledge and information on how Fortune 1000 companies have succeeded in implementing and using a wide variety of organizational effectiveness programs. Based on information collected by the University of Southern California's Center for Effective Organizations, this resource includes the most current data on the success of programs such as employee involvement, total quality management, and reengineering. It also contains in-depth information on the ability of Fortune 1000 corporations to improve knowledge management, use information technology, and incorporate the Internet into their organizations. Based on a research program directed by Edward E. Lawler III, Organizing for High Performance—the fifth study of an ongoing project that began in 1987—analyzes and integrates sophisticated survey and financial information gathered by the Center for Effective Organizations. Written in straightforward language, this practical book provides an indispensable resource for benchmarking organizational improvement efforts, analyzing trends, and changing existing management practices. Included with the book is a CD-ROM, which contains the entire text of the book, including its many illustrative tables. The Authors Edward E. Lawler III is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor of management and organization in the USC Marshall School of Business. He is the author or coauthor of more than three hundred articles and thirty-two books including Rewarding Excellence, The Leadership Change Handbook, and Strategies for High Performance Organizations-The CEO Report, from Jossey-Bass. Susan Albers Mohrman is senior research scientist at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California. She is the author or coauthor of Tomorrow's Organization, Strategies for High Performance Organizations-The CEO Report, and Designing Team-Based Organizations, from Jossey-Bass. George Benson is a research associate at the Center for Effective Organizations at the University of Southern California. Before joining the CEO he worked at the American Society for Training and Development. He has published in Training and Development and Technical Skills Training.
Synopsis
First published in 1998, Strategies for High Performance Organizations gave executives their first comprehensive look at how well the most popular improvement programs of the day were actually working throughout the Fortune 1000. Now, three years later, this latest edition updates those findings for today's business world and reviews some new developments as well. Like its predecessor, this edition distills a library's worth of research into an easy-to-interpret, jargon-free presentation. It examines the various employee involvement, TQM, and reengineering efforts embraced by leading corporations over the years, explains how they were managed, and tells which worked, which did not, and why. Trends and patterns in the newly emerging fields of knowledge management and e-commerce are also presented for the first time. Readers can expect a goldmine of information that they can use to benchmark their own programs, to determine if a program is right for their organization, and to set new strategies for the future. Includes a CD-ROM containing all the informative charts and graphs found in the book.
Synopsis
Organizing for High Performance offers a practical resource for understanding how Fortune 1000 companies can succeed by implementing a variety of organizational effectiveness programs. This thoroughly revised and updated version of Strategies for High Performance Organizations:
- Analyzes trends in the adoption of organizational effectiveness efforts such as employee involvement, total quality management, and reengineering
- Contains an examination of new organizational effectiveness approaches, including knowledge management and e-commerce
- Demonstrates how organizations are changing by reporting on the adoption of business and climate strategies
- Shows how employee involvement, total quality management, and reengineering efforts link business and change strategy
- Reveals which management practices are working, as well as when and why they work
- Includes a handy CD-ROM that contains the entire text of the book
Using the information in Organizing for High Performance, business leaders can learn what they need to know to guide their companies through organizational change with a clear sense of direction and mission.
Synopsis
Discover Which Improvement Programs Really Pay OffCenter for Effective Organizations
From USC's Center for Effective Organizations comes this latest, definitive report on how many of today's most popular improvement programs have actually impacted the performance of Fortune 1000 companies. Based on exhaustive research and comprehensive surveys--distilled into an easy-to-interpret, jargon-free presentation--this important analysis details the various employee involvement, TQM, and reengineering efforts that have been embraced by leading corporations over the years, explains how they were managed, and reveals which have proved effective and which have not. Indispensable information for benchmarking your own improvement programs or for determining if such programs are right for your organization.
Synopsis
Employee involvement, total quality management (TQM), and reengineering are more than just business buzzwords. According to studies by the University of Southern California's Center for Effective Organizations (CEO), these practices are helping Fortune 1000 companies raise financial performance, achieve strategic business goals, and provide much-needed advantage in today's highly competitive environment.
Since 1987, CEO has been tracking the organizational effectiveness programs of the country's top corporations. Published every three years, its reports provide the latest, most sought-after snapshots of what's working and why. Strategies for High Performance Organizations represents the fourth study in CEO's continuing research--the only national study of how U.S. businesses are changing the way they organize and manage their employees. And for the first time, the report also focuses on business and change strategies, extends previous analyses of employee involvement and TQM, and provides a new evaluation of the current and controversial trend of reengineering.
The CEO Report distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness. It explores the patterns of adoption of employee involvement, TQM, and reengineering and ties their implementation to business and change strategies. It also dissects the complicated relationships among the three programs to distinguish the most effective combinations, and offers benchmark data to which readers can compare their own efforts.
Fresh from the field, free of jargon, and full of definitive data and specific research results, Strategies for High Performance Organizations is required reading for everyone working to determine the most effective practices and programs for their own organizations.
About the Author
EDWARD E. LAWLER is the founder and director of the Center for Effective Organizations (CEO) at the University of Southern California (USC) and professor of management and organization in the USC Marshall School of Business. An internationally recognized scholar and the award-winning author of twenty-eight books, including Organizing for the Future, The Ultimate Advantage, and From the Ground Up (all from Jossey-Bass), Lawler has been named one of the country's leading management experts by Business Week. SUSAN ALBERS MOHRMAN is a senior research scientist at CEO and received her Ph.D. in organizational behavior from Northwestern University. Her books include Self-Designing Organizations (with T.G. Cummings) and Designing Team-Based Organizations (with S.G. Cohen and A.M. Mohrman Jr; Jossey-Bass). She is also an author of Tomorrow's Organizations: Crafting Winning Capabilities in a Dynamic World (Jossey-Bass). GEORGE BENSON is a research professor at CEO with a Ph.D. in psychology from the University of Michigan. He is the author of some sixty articles and book chapters, and coauthor of five books including Employee Involvement and Total Quality Management and Large-Scale Organizational Change (both from Jossey-Bass). He has conducted extensive research on high-involvement organizations and innovative reward systems.
Table of Contents
Introduction
Section 1: Improving Organizational Performance
Section 2: The Study
Part One: Employee Involvement: Information, Knowledge, Rewards, and Power
Section 3: Sharing Information
Section 4: Knowledge Development
Section 5: Rewards
Section 6: Power
Part Two: Employee Involvemeent, Total Quality Management, and Reengineering
Section 7: Patterns of Employee Involvement
Section 8: Total Quality Management
Section 9: Process Reengineering
Section 10: Relationships Among Employee Involvement, Total Quality Management, and Reengineering
Organizational Change: Practices and Strategy
Section 11: The Employment Contract
Section 12: Improvement Strategies
Section 13: Change Strategies
Part Four: Effectiveness
Section 14: Reward System Results
Section 15: Power-Sharing Results
Section 16: Results of employee Involvement Efforts
Section 17: Results of TQM Efforts
Section 18: Process Reengineering Results
Section 19: Combining Employee involvement, Total Quality Management, and Reengineering
Section 20: Employee Contract and Change Strategy
Section 21: Financial Effects
Part Five: Who Adopts Employee Involvement, Total Quality Management, and Reengineering?
Section 22: Organizational Size, Down- Sizing, and Delayering
Section 23: Impact of Competitive Environment and Business Strategy
Section 24: Performance Improvement and change Strategy
Conclusion
Section25: Toward High Performance Organizations
Resource A: The Questionnaire
Resource B: Glossary of Terms
Resource C: Construction and Calculation of Index Scores