Strategies for High Performance Organizations--The CEO Report, 8.5 x 11: Employee Involvement, TQM, and Reengineering Programs in Fortune 1000 Corporations (Jossey-Bass Business & Management Series) [Paperback]

Edward E. Lawler III (Author), Susan Albers Mohrman (Author), Gerald E. Ledford Jr. (Author)

Book Description

ISBN-10: 0787943975 | ISBN-13: 978-0787943974 | Publication Date: August 28, 1998 | Edition: 1st

Discover Which Improvement Programs Really Pay Off

Center 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.

Editorial Reviews

From the Inside Flap

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, extAnds previous analyses of employee involvement and TQM, and provides a new evaluation of the current and controversial trAnd 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.

From the Back Cover

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.

See all Editorial Reviews

Product Details

• Paperback: 233 pages
• Publisher: Jossey-Bass; 1st edition (August 28, 1998)
• Language: English
• ISBN-10: 0787943975
• ISBN-13: 978-0787943974
• Product Dimensions: 11.1 x 8.5 x 0.6 inches
• Shipping Weight: 1.9 pounds
• Amazon Best Sellers Rank: #2,399,010 in Books (See Top 100 in Books)

More About the Author

Edward E. Lawler III joined the faculty of Yale University after receiving his Ph.D. from the University of California at Berkeley in 1964. Three years later he was promoted to Associate Professor.

He moved to the University of Michigan in 1972 as Professor of Psychology and also became Program Director in the Survey Research Center at the Institute for Social Research. In 1978, he became a Professor in the Marshall School of Business at the University of Southern California. That same year, he founded and became Director of the University's Center for Effective Organizations. He was named Professor of Research at the University of Southern California in 1982 and Distinguished Professor of Business in 1999.

Lawler has been honored as a major contributor to theory, research, and practice in the fields of human resources management, compensation, organizational development, corporate governance, and organizational effectiveness. He is the author and co-author of over thirty-eight books and more than three hundred articles, which have appeared in the Harvard Business Review, MIT-Sloan Management Review, California Management Review, USA Today, Strategy and Business, the Financial Times, and more than thirty other magazines, journals, and newspapers.

His most recent books include Rewarding Excellence (Jossey-Bass, 2000), Corporate Boards: New Strategies for Adding Value at the Top (Jossey-Bass, 2001), Organizing for High Performance (Jossey-Bass, 2001), Treat People Right (Jossey-Bass, 2003), Human Resources Business Process Outsourcing (Jossey-Bass, 2004), Achieving Strategic Excellence: An Assessment of Human Resource Organizations (Stanford Press, 2006), Built to Change (Jossey-Bass, 2006), The New American Workplace (Palgrave-Macmillan, 2006), and America at Work (Palgrave-Macmillan, 2006), Talent: Making People Your Competitive Advantage (Jossey-Bass, 2008), and Achieving Excellence in HR Management: An Assessment of Human Resource Organizations (Stanford Press, 2009) and Management Reset (Jossey-Bass, 2011).

Business Week has proclaimed Lawler one of the top six gurus in the field of management, and Human Resource Executive called him one of HR's most influential people. Workforce magazine identified him as one of the twenty-five visionaries who have shaped today's workplace over the past century. He has been a consultant to many corporations, including the majority of the Fortune 100, as well as governments at all levels.