Research and Insights from the Center for Effective Organizations
The relationship between pay systems and total quality management systems is discussed in this paper by Edward Lawler III.
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Three different approaches to teams are identified–parallel teams, project teams and work teams in this article by Ed Lawler III and Susan Cohen.
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E. Lawler III, S. Cohen, and L. Chang discuss the role that human resource functions play in complex organization. Emphasis is placed on how the human resource function can become more strategically involved in the business and assesses the progress of large companies in moving toward a strategic partnership role for HR.
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Katherin K. Reardon and Robert E. Spekman argue that there is no room for isolationism in a world where even the air we breathe is affected by the choices of people thousand of miles away.
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James O’Toole and Warren Bennis ask “Are large organizations inherently superior because they possess greater resources to protect the interests of their constituencies against the vagaries of powerful external forces, or are small-scale organizations superior because they are more sensitive to their constituents’, needs (and more adaptable to changing conditions)?”
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This paper by N. Gupta, G. Ledford, Jr., D. Jenkins, Jr., and H. Doty summarizes key findings from a study, sponsored by the American Compensation Association, of 97 skill-based pay plans.
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E. Lawler III, S Mohrman, and G. Ledford, Jr. report on the results of the Center for Effective Organizations survey of the Fortune 1000 companies. Particular focus is on the kind of total quality management practices which are adopted by these companies.
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S. Mohrman explains that all signs are pointing to the importance of lateral integration in the organization of the future.
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Jay R. Galbraith explains that the continuous search for competitive advantage is leading many companies to examine their organization. Traditional barriers to entry and sources of advantage like scale and patents are easily circumvented today through actions like strategic alliances.
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Jay R. Galbraith states that the concept of the American Corporation has been evolving for some time. By the early 1980s a consensus had developed around the different types of corporations and their organizations.
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D. Bowen and E. Lawler III argue that human resources holds the key to sustained quality improvement. Consequently, the HRM department can potentially play a critical role in an organization’s TQM effort.
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Jay R. Galbraith states that the business unit is a basic building block of the corporation’s structure. Collections of businesses make up the corporation’s portfolio.
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