Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998)
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 1000companies bolster 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 Organizationsrepresents 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.