Research and Insights from the Center for Effective Organizations
This article by Ed Lawler III summarizes and integrates the latest thinking on how manufacturing plants should be designed.
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Many U.S. multinational corporations (MNCs) have experienced difficulties in their overseas operations, due in part to ineffective international human resource management (IHRM) practices. This paper by Mary Ann Von Glinow and John Milliman uses a product life cycle (PLC) approach to develop a two-step contingency model of the strategic and operational levels of MNCs.
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Morgan W. McCall, Jr. and Judith A. Clair report that physicians are finding themselves in increasing numbers in significant managerial roles. Successful transition from a role as individual professional to a managerial role is neither automatic nor easy.
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Gerry Ledford, Jr. explains that skill-based pay (SBP) systems reward employees for the range, depth, and types of skills they possess. Employees are paid for the skills they are capable of using, rather than for the job they are performing at any point in time.
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A. Mohrman, Jr. 1990 Performance Appraisal Research at the Center for Effective Organizations
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This study by Susan G. Cohen examines the relationship between group purpose and group empowerment for three staff teams in a psychiatric hospital–a top management team, a summer planning task force, and a clinical group.
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This case by Susan G. Cohen examines the role of a consultant to a corporation’s consumer advisory panel. It discusses the consultant’s response to an ethical dilemma and her choice of intervention strategies. It is written from the consultant’s vantage point, revealing her planning and decision-making processes.
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This research by Louis R. Pondy and Larry E. Pate attempted to determine the power of an organization development (OD) program to reduce absenteeism and turnover rates among hourly employees of a medium-sized Midwestern life insurance company in the USA.
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This article by Robert M. Frame, Warren R. Nielsen, and Larry E. Pate describes an extensive organizational transformation effort-conceptually similar to an organization development program — with the Chicago Tribune, prompted by a walk-out strike in July 1985 involving about 1000 production workers.
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It is no small step to leave behind years of training, apprenticeship, and clinical practice to take on a new profession. Yet that is what increasing numbers of physicians are doing as they enter managerial jobs, as discussed by Morgan W. McCall, Jr., and Judith A. Clair in this article.
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According to Arvind Bhambri and Larry Greiner, research reveals that new CEOs frequently intervene to attempt major strategic change but, on average, make a minimal impact on the economic performance of their organizations.
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This article by Edward E. Lawler III discusses a pay strategy that supports employee involvement. It emphasizes pushing information, knowledge, power and rewards to lower organization levels.
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