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Offers an integrated overview of just how an organization must be designed to realize the full potential of high-involvement management. Details the types of management and reward systems, leadership behaviors, job design, and training programs that make high-involvement organizations really work at such thriving companies as Hewlett-Packard, General Electric, and Xerox. Shows how to implement such specific practices as work teams, skill-based pay, gainsharing, and improvement groups.

Tabla de contenidos provista por Syndetics

• Part 1 Searching for Competitive Advantage
• 1 Make Management an Advantage
• 2 Choose the Right Management Style
• Part 2 Designing Organizations, Work, and Rewards
• 3 Create a High-Involvement Structure
• 4 Identify Work Design Alternatives
• 5 Develop Involving Work
• 6 Foster Organization-Improvement Groups
• 7 Pay the Person, Not the Job
• Part 3 Managing Information and Human Resources
• 9 Promote Open Information Channels
• 10 Establish High-Involvement Management Practices
• 11 Support Positive Managerial Behavior
• 12 Involve Unions in the Organization
• Part 4 Creating High-Involvement Organizations
• 13 Develop High-Involvement Business Units
• 14 Manage the Change Toward High-Involvement

Reseñas proporcionadas por Syndetics

CHOICE Review

This book substantially updates and extends the seminal work of Lawler's High-Involvement Management (CH, Oct'86), as well as integrates his research findings from other work (e.g., Lawler, Gerald E. Ledford, Jr., and Susan H. Morhman, Employee Involvement in America, 1989; and Lawler, Strategic Pay, 1990). In addition, this work is more thorough and applicable than William A. Pasmore's Designing Effective Organizations (1988). Part 1 begins with a description of the competitive environment facing organizations today, and makes a convincing argument that the high-involvement approach can create a competitive edge. Parts 2 and 3 examine different subsystems within the organization, such as organizational structure, work teams, pay systems, and information systems, and describe how they can be designed to increase involvement. Part 4 provides practical guidelines for creating the high-involvement organization. This volume is an improvement over similar works because of its global-environment and management-systems perspective. Well written, readable, good use of case examples, thoroughly researched, and well documented. Highly recommended for both graduate and undergraduate library collections. J. A. Neal; University of New Haven

Booklist Review

Almost every manager at least pays lip service to the idea of participative management. Some managers acknowledge that increased employee involvement improves morale, while others, like Lawler, are convinced that improvements in productivity, cost effectiveness, quality, innovation, and responsiveness or speed can not only be demonstrated but also measured. Founder and director of the University of Southern California's Center for Effective Organizations, Lawler previously reviewed and summarized research on specific mechanisms used to foster employee involvement in High-Involvement Management (Jossey-Bass, 1986). Here he identifies the structural changes necessary to give employees at the lowest levels in the organization more information, knowledge, power, and rewards and argues that these changes will improve an organization's competitive advantage. The Ultimate Advantage will be an important supplement to any manager's bookshelf. ~--David Rouse

Notas de autor provistas por Syndetics

EDWARD E. LAWLER is professor of management and organization at the Graduate School of Business Administration, University of Southern California, and founder and director of the school's Center for Effective Organizations.