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

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

by Edward E. Lawler III, Susan Albers Mohrman, George Benson, Susan Albers Mohrman
     
 

ISBN-10: 0787956899

ISBN-13: 9780787956899

Pub. Date: 07/28/2001

Publisher: Wiley

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.

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Overview

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.

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Product Details

ISBN-13:
9780787956899
Publisher:
Wiley
Publication date:
07/28/2001
Edition description:
REVISED, BOOK & CD-ROM
Pages:
272
Product dimensions:
8.72(w) x 11.36(h) x 1.11(d)

Table of Contents

Preface.

Introduction.

Improving Organizational Performance.

The Study.

EMPLOYEE INVOLVEMENT: INFORMATION, KNOWLEDGE, REWARDS, AND POWER.

Sharing Information.

Knowledge and Skill Development.

Rewards.

Power.

TOTAL QUALITY MANAGEMENT, REENGINEERING, AND KNOWLEDGE MANAGEMENT.

Total Quality Management.

Process Reengineering.

Knowledge Management.

Relationships Among Employee Involvement, Total Quality Management, Reengineering, and Knowledge Management.

ORGANIZATIONAL CHANGE: PRACTICES AND STRATEGY.

The Employment Contract.

Improvement Strategies.

Change Strategies.

EFFECTIVENESS.

Results of Employee Involvement Efforts.

TQM Effectiveness.

Process Reengineering Results.

Knowledge Management Effectiveness.

Financial Impacts.

PREDICTORS of PRACTICE ADOPTION.

Organizational Size, Downsizing, and Delayering.

Impact of Competitive Environment and Business Strategy.

Performance Improvement and Change Strategies.

Toward High Performance Organizations.

References.

Resource A.

Resource B.

Resource C.

Tables and Figures.

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