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Organizing for the Future: The New Logic for Managing Complex Organizations (Jossey-Bass Management)
 
 
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Organizing for the Future: The New Logic for Managing Complex Organizations (Jossey-Bass Management) [Hardcover]

Jay R. Galbraith (Author), Edward E. Lawler III (Author)


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Book Description

Jossey-Bass Management April 9, 1993
A Leading-Edge Look at Advanced Organizational Designs

Contributors from the Center for Effective Organizations: Susan G. Cohen, Gerald E. Ledford, Jr., Morgan W. McCall, Jr., Allan M. Mohrman, Jr., and Susan A. Mohrman.

Perhaps the most thorough look at emerging organizational designs and management techniques written to date. Based on research conducted at USC's Center for Effective Organization, this volume tells how to create a company with high levels of employee involvement and identifies revolutionary new management techniques. Knowledge organizations, senior team management, distributed staffs, and virtual networks are among the many forward-looking organizational forms and phenomena explained and explored. Shows precisely how all organizational structures can be aligned to move information, power, knowledge, and rewards downward to maximize performance throughout the organization.



Editorial Reviews

Review

"This is so much more than a treatise on organizational design; it's really a study of the multiple dimensions to any successful organizational structure, starting with how value is added by any corporation. It is the most holistic study currently available of the logic behind organizations. Provocative." (Dr. Tom L. Brown, Industry Week)

"A must-read for managers who want to lead their companies to a successful journey into the 21st century." (Marilyn McCall Wiles, Capital District Business Review, Albany, NY)

From the Inside Flap

Explores key issues of organization design and identifies practical new approaches for managing complex organizations in a changing global marketplace. Describes how to create an organization with high levels of employee involvement and new roles for managers. Details the use of new organizational forms, including knowledge work and managerial teams, structuring human resource systems around skill levels, and creating new types of staff organizations such as distributed staffs and virtual networks. Explains how all organizational structures can be aligned to move information, power, knowledge, and rewards downward to maximize performance throughout the organization.

Product Details

  • Hardcover: 336 pages
  • Publisher: Jossey-Bass; 1st edition (April 9, 1993)
  • Language: English
  • ISBN-10: 1555425283
  • ISBN-13: 978-1555425289
  • Product Dimensions: 9.3 x 6.3 x 1.2 inches
  • Shipping Weight: 1.3 pounds
  • Amazon Best Sellers Rank: #1,337,969 in Books (See Top 100 in Books)

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Inside This Book (learn more)
First Sentence:
The concept of the American corporation has been evolving for some time. Read the first page
Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
parallel team structures, networked designs, employee involvement practices, employee involvement efforts, employee participation groups, lateral integration, parallel teams, internal monopolies, suggestion involvement, human resource function, task expertise, lateral organization
Key Phrases - Capitalized Phrases (CAPs): (learn more)
New York, San Francisco, Harvard Business Review, Academy of Management, Free Press, United States, Organizational Dynamics, General Electric, Towers Perrin, Hanson Trust, Harvard Business School Press, University of Southern California, California Management Review, Basic Books, Englewood Cliffs, Field Experiment, General Mills, Organization Design, Study of Contemporary Practice, Create High Performance, Designing Complex Organizations, New Perspectives, Self-Designing Organizations, Sloan Management Review, The Core Competence of the Corporation
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Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
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