by Edward E. Lawler III (1992)
In 1986 Edward Lawler alerted American business to the power of the high-involvement organization--one that fosters quick adaptation and change through fewer levels of hierarchy and satisfying work relationships. The logic is simple and the results indisputable: people give more to their work when they have more say in how the company is run. Now Lawler, called "one of today's most prominent scholars" in management literature by Choice magazine, shows us that high-involvement is not just a good idea--it's an economic necessity. Rather than try to copy other nations' management styles, Lawler says, organizations should develop approaches rooted in their own cultures. He explains, "We need an alternative to the total quality management approach that builds on many of its key elements but goes beyond it to provide a competitive advantage for organizations in societies that are characterized by diversity, democracy, entrepreneurial behavior, and respect for the individual.". The Ultimate Advantage is an informed and detailed overview of how an organization must be designed to encourage innovation, increase cost-effectiveness, and deliver enhanced quality, customer service, and speed. Lawler demonstrates how to set up work teams, improvement groups, skill-based pay systems, and other practices that can create an environment where employees grow and the organization prospers. And throughout, Lawler emphasizes the need for interrelated, organizationwide implementation so that quality comes from within, rather than being added on or "inspected in" at a later stage.
Randy Spitzer
"Descibes how business leaders can create a resonsibility culture by changing the social contract between management and employees, encouraging emergent leaders, and delivering customer value"--Provided by publisher.
Edward E. Lawler III
Through his breakthrough approach to organizing and managing complex organizations, Edward Lawler - the leading authority in organization effectiveness and design - shows how today's top companies are replacing quick-fix, single dimension techniques of reengineering, TQM, and team building with a complete from-the-bottom-up overhaul for total organizational transformation. From the Ground Up offers a stimulating look at the foundations upon which the effective organization should be built - from how people are paid and careers are managed to how work is designed and organizations are structured.
Jim Craig and Don Yaeger
"Business lessons from one of the greatest Olympic teams of all time. It's been called the greatest upset of all time, the most memorable Olympic moment ever, the "Miracle on Ice." No matter which superlative is used, no one can deny that the U.S. men's hockey team's defeat of the Soviet Union in the medal round of the Lake Placid Olympic Games was a defining moment for Cold War America. The U.S. team's goalie was a Boston University student named Jim Craig, who is now a leadership expert and keynote speaker to business audiences. Gold Medal Strategies gives you Craig's unique lessons from the "miracle team" on team dynamics, leadership, motivation, and other important management topics. With his unparalleled perspective, Craig dissects and analyzes the elements of a successful team, how to assemble one, and what philosophies will keep the team's shared goal a reality. This book outlines the necessary skills and details the specific techniques you need to maximize your business readiness, hone competitive cooperation, gather your strategies, and attack your challengers"--
Paul Leinwand, Cesare Mainardi
"In a recent survey of executives, two-thirds of the respondents said they didn't think their organization could execute the company's defined strategy. Why is the strategy-execution gap so pervasive? And what can executives do to close it? In Strategy that Works, Paul Leinwand and Cesare Mainardi share their latest research into how the best companies in the world connect strategy to execution. Having the right capabilities in place is essential; but subsequent research by the authors' firm, Strategy &, shows that capabilities alone don't close the gap between what companies aspire to do and what they can actually accomplish. The authors identify, in all, five fundamental principles for connecting strategy and execution, and show how the best companies in the world use these principles to out-execute and out-compete their opponents. They: - Commit to winning by what they do best, instead of chasing multiple opportunities - Focus on and build only those capabilities, instead of benchmarking against competitors - Prune what doesn't matter to invest more in what does - Leverage the culture they have instead of reengineering it - Shape demand instead of constantly reacting to market changes Based on in-depth interviews inside companies that are known for their flawless execution and for redefining the competition in their industries, this book provides executives with the path for connecting strategy to execution"--