Research and Insights from the Center for Effective Organizations
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.
Tom L.C.M. Groot and Kenneth A. Merchant explain that as markets have become more globalized and competitive, it has become increasingly difficult for any single company to excel, and thus be competitive, in all aspects of a given business.
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This paper by G. Ledford and R. Heneman examines the relevance to teachers of business sector experiences with systems that identify and reward the skills, knowledge, and competencies of professionals and managers.
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J. Conger, D. Finegold, and E. Lawler III explain that supervisors appraise their subordinates at virtually all levels in most organizations. But, who appraises the CEO?
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Jay Galbraith explains that a number of companies have been adopting a hybrid structure in order to respond to the simultaneous demands to be local and customer responsive and yet be global and capture scale economics.
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Jay Conger and Katherine R. Xin explain that in the smaller, faster world of the 21st century, business executives must know how to lead change within their organizations.
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Jay Conger and Katherine Xin explain that few efforts have been made to link the field of adult learning to executive education despite the potential for enhancing the impact of programs.
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This paper by William M. Snyder and Thomas G. Cummings presents a conceptual model that proposes how organization-learning disorders influence organization performance.
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George P. Hollenbeck and Morgan W. McCall, Jr. speculate on what the current state of the science, art, and practice of leadership development implies for leadership development in the 2000s.
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This paper by S. Mohrman describes a design tool based on the teams research conducted at the Center for Effective Organizations that guides a design team through the process of designing or redesigning a team-based organization.
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This study by Gretchen M. Spreitzer, Suzanne C. DeJanasz, and Robert E. Quinn examines the relationship between psychological empowerment and leadership.
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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.