Research and Insights from the Center for Effective Organizations
Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) 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.
Based on eighteen years of in-depth research, this powerful new book by Albers Mohrman, Jay R. Galbraith , and Edward E. Lawler III describes the building blocks for creating tomorrow’s dynamic organizations and provides hands-on guidance for implementing change.
In this practical guide for group leaders and facilitators, Susan Albers Mohrman and Allan M. Mohrman, Jr. offer background information, insights, and tools that allow even those new to the organization and team design process to expertly guide a group through the self-design process.
In this unique resource, leading team and organization design experts Susan Albers Mohrman and Allan M. Mohrman, Jr., guide organizations systematically through a proven process for becoming team-based.
Edward E. Lawler III , Susan Albers Mohrman and Gerry Ledford (Jossey-Bass, 1995)
Creating High Performance Organizations offers the most up-to-date results from a unique longitudinal study that has systematically researched the adoption and impact of employee involvement (EI) and total quality management (TQM) practices on the largest companies in the United States.
Susan Albers Mohrman, Susan G. Cohen and Allan M. Mohrman, Jr., (Jossey-Bass, 1995)
Designing Team-Based Organizations breaks new ground in tackling the organizational design issues related to the implementation of teams, with a specific focus on the new designs required to support the knowledge-work components of organizations.
This landmark book, one of the most cited volumes on the topic of motivation in the workplace, defines Edward Lawler’s basic philosophy: in order to have effective organizations, we must understand how to motivate and encourage effective individual performance.
A departure from traditional organizational prescriptions, this innovative book by Mary Ann Von Glinow and Susan Albers Mohrman offers a new framework for dealing with the numerous complexities and challenges of managing high technology industries and organizations.
Allan M. Mohrman, Susan Albers Mohrman, Gerald E. Ledford, Jr., Thomas G. Cummings, Edward E. Lawler III; Associates. (Jossey-Bass, 1989)
This book provides a comprehensive examination of the theoretical questions and practical issues organizations face when they undergo a large-scale change — that is, a change in the fundamental character of an entire organization.