Organizing for High Performance: Employee Involvement, TQM, Reengineering and Knowledge in the Fortune 1000 / Edition 1

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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.
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Editorial Reviews

This book analyzes recent employee involvement, Total Quality Management, and corporate re-engineering efforts. It tells how they were managed, evaluates each, and identifies the keys to their success (or, alternatively, their fatal flaws). Information on developing trends, like knowledge management and e-commerce, is also included. And advice is offered on evaluating programs, selecting a program that matches a particular organization's needs, and developing new strategies. The included CD-ROM contains all the charts and graphs found in the book. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780787956899
  • Publisher: Wiley
  • Publication date: 7/28/2001
  • Edition description: REVISED, BOOK & CD-ROM
  • Edition number: 1
  • Pages: 272
  • Product dimensions: 8.72 (w) x 11.36 (h) x 1.11 (d)

Meet the Author

EDWARD E. LAWLER 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.

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Table of Contents

List of Tables
The Authors
Sect. 1 Improving Organizational Performance 3
Sect. 2 The Study 21
Pt. 1 Employee Involvement: Information, Knowledge, Rewards, and Power
Sect. 3 Sharing Information 29
Sect. 4 Knowledge and Skill Development 34
Sect. 5 Rewards 40
Sect. 6 Power 48
Pt. 2 Total Quality Management, Reengineering, and Knowledge Management
Sect. 7 Total Quality Management 57
Sect. 8 Process Reengineering 63
Sect. 9 Knowledge Management 67
Sect. 10 Relationships Among Employee Involvement, Total Quality Management, Reengineering, and Knowledge Management 70
Pt. 3 Organizational Change: Practices and Strategy
Sect. 11 The Employment Contract 85
Sect. 12 Improvement Strategies 90
Sect. 13 Change Strategies 95
Pt. 4 Effectiveness
Sect. 14 Employee Involvement Effectiveness 101
Sect. 15 Total Quality Management Effectiveness 114
Sect. 16 Process Reengineering Results 126
Sect. 17 Knowledge Management Effectiveness 139
Sect. 18 Financial Effects 149
Pt. 5 Predictors of Practice Adoption
Sect. 19 Organizational Size, Downsizing, and Delayering 165
Sect. 20 Impact of Competitive Environment and Business Strategy 176
Sect. 21 Performance Improvement and Change Strategies 192
Sect. 22 Toward High Performance Organizations 204
Resource A: The Questionnaire 216
Resource B: Glossary 233
Resource C: Construction and Calculation of Index Scores 236
References 239
Index 243
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