High-Involvement Management: Participative Strategies for Improving Organizational Performance

by Edward E. Lawler III

Overview

Examines a wide range of practical methods for increasing employeeinvolvement and brings together the best of each approach into acomprehensive model for implementing participative management atall levels in organizations.

Product Details

ISBN-13:	9781555423308
Publisher:	Wiley
Publication date:	09/03/1991
Series:	Management-Social and Behavioral Science Series
Edition description:	Revised ed.
Pages:	274
Product dimensions:	5.12(w) x 9.84(h) x 2.36(d)

About the Author

EDWARD E. LAWLER is a leading scholar and author in the area of organization effectiveness and design. He is founder and director of the Center for Effective Organizations at University of Southern California where he is also professor of management and organization in the Graduate School of Business Administration. Lawler is the author or coauthor of more than twenty books including Organizing for the Future (with J. Galbraith, 1993), The Ultimate Advantage (1992), and Employee Involvement and Total Quality Management (1992), all from Jossey-Bass.

Table of Contents

Part One: The Promise of Participative Management.

1. Changing Approaches to Management.

2. Why Participative Approaches Meet Today's Needs.

3. Participation and Organizational Effectiveness.

Part Two: Participative Programs: What Works and Does NotWork.

4. Quality Circles.

5. Employee Survey Feedback.

6. Job Enrichment.

7. Work Teams.

8. Union-Management Quality-of-Work-Life Programs.

9. Gainsharing.

10. New-Design Plants.

Part Three: High-Involvement Management: Creating an EffectiveApproach to Participation.

11. How High-Involvement Management Works.

12. Managing the Change to a High-Involvement Organization.

Editorial Reviews

"Offers a balanced, temperate account of the merits and problems of participation in organizations."

From the Publisher