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The book is well organized and well written. After reading the book, I am convinced that our organizations must change in the directions prescribed by the authors, if these organizations are to succeed in this postindustrial, global age. --Personnel Psychology What is wrong with bureaucracy? What does the post-bureaucratic organization offer in the way of improvement? These and other provocative questions are addressed in this well-integrated collection of articles by leading scholars in the field of organizational change. The far-reaching implications of the transformation of organizations from bureaucratic to post-bureaucratic are critically examined. This outstanding volume begins with a definition of the "ideal" post-bureaucratic organization. It then critiques some of the fundamental assumptions of bureaucratic organizations such as the ethic of individual merit, decision-making roles, and coordinated effort. The contributors analyze the change process from bureaucracy to post-bureaucracy and three alternative approaches to bureaucracy including the virtual organization, the team organization, and the quality organization. The Post-Bureaucratic Organization concludes with two case studies that illustrate both the strengths and weaknesses of post-bureaucratic organizations. Ideal for scholars of organizational behavior, sociology of organizations, organizational psychology, and for those who are interested in the latest developments in corporate reorganization.

Tabla de contenidos provista por Syndetics

• Introduction
• Defining the Post-Bureaucratic Type
• Teams, Performance, and Rewards
• Will the Post-Bureaucratic Organization Be a Post-Meritocratic Organization?
• Cognitive Reapportionment
• Rethinking the Location of Judgment in Managerial Decision Making
• The Virtual Organization
• Bureaucracy, Technology, and the Implosion of Control
• Transformational Processes
• The Paradox of Quality Management
• Commitment, Ownership, and Control
• Bureaucracy
• Can We Do Better? We Can Do Worse
• Constraints on the Interactive Organization as an Ideal Type
• Allen-Bradley's ICCG Case Study
• A Commentary
• Lakeville Chemical Plant

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CHOICE Review

The editors of this collection, experienced academic researchers, have assembled a first-rate set of essays on the postbureaucratic organization. Nothing here is wild-eyed; these are shrewd looks at the characteristics and prospects of new forms of organization. At the core is the conviction that the traditional bureaucracy is too slow and rigid to succeed in a turbulent environment. Tinkering will not help; an entirely different model is needed. Its key features are flexibility through teams, highly permeable boundaries between work units, wide sharing of information, influence through expertise, and decisions through consensus (within and across levels). And pay allocation must become congruent by reducing differences among members and eliciting cooperative efforts by such practices as profit sharing and pay-for-knowledge. Various chapters examine aspects of this model, consider how to get from here to there, and offer case studies of actual organizations that resemble the design of the ideal new form. Students of organization and their teachers in management and sociology will greatly benefit from this clear and careful examination of the "organic" organization model. Graduate; faculty; professional. C. Tausky; University of Massachusetts at Amherst