MARC record from Internet Archive

LEADER: 06103cam 2200901 a 4500
001 ocm24701144
003 OCoLC
005 20101216154653.0
008 911022s1992 cau b 001 0 eng
010 $a 91041095
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020 $a9781555424145 (acid-free paper)
035 $a(OCoLC)24701144
050 00 $aHD5650$b.L354 1992
082 00 $a658.3/152$220
084 $a85.05$2bcl
084 $aQP 320$2rvk
084 $aQP 413$2rvk
100 1 $aLawler, Edward E.
245 14 $aThe ultimate advantage :$bcreating the high-involvement organization /$cEdward E. Lawler III.
250 $a1st ed.
260 $aSan Francisco, Calif. :$bJossey-Bass,$cc1992.
300 $axvii, 371 p. ;$c24 cm.
490 1 $aA Joint publication in the Jossey-Bass management series and the Jossey-Bass social and behavioral science series
504 $aIncludes bibliographical references (p. 349-362) and index.
505 0 $apt. 1. Searching for Competitive Advantage. 1. Make Management an Advantage. 2. Choose the Right Management Style -- pt. 2. Designing Organizations, Work, and Rewards. 3. Create a High-Involvement Structure. 4. Identify Work Design Alternatives. 5. Develop Involving Work. 6. Foster Organization-Improvement Groups. 7. Pay the Person, Not the Job. 8. Reward Performance -- pt. 3. Managing Information and Human Resources. 9. Promote Open Information Channels. 10. Establish High-Involvement Management Practices. 11. Support Positive Managerial Behavior. 12. Involve Unions in the Organization -- pt. 4. Creating High-Involvement Organizations. 13. Develop High-Involvement Business Units. 14. Manage the Change Toward High-Involvement.
520 $aIn 1986 Edward Lawler alerted American business to the power of the high-involvement organization--one that fosters quick adaptation and change through fewer levels of hierarchy and satisfying work relationships. The logic is simple and the results indisputable: people give more to their work when they have more say in how the company is run. Now Lawler, called "one of today's most prominent scholars" in management literature by Choice magazine, shows us that high-involvement is not just a good idea--it's an economic necessity. Rather than try to copy other nations' management styles, Lawler says, organizations should develop approaches rooted in their own cultures. He explains, "We need an alternative to the total quality management approach that builds on many of its key elements but goes beyond it to provide a competitive advantage for organizations in societies that are characterized by diversity, democracy, entrepreneurial behavior, and respect for the individual."
520 8 $aThe Ultimate Advantage is an informed and detailed overview of how an organization must be designed to encourage innovation, increase cost-effectiveness, and deliver enhanced quality, customer service, and speed. Lawler demonstrates how to set up work teams, improvement groups, skill-based pay systems, and other practices that can create an environment where employees grow and the organization prospers. And throughout, Lawler emphasizes the need for interrelated, organizationwide implementation so that quality comes from within, rather than being added on or "inspected in" at a later stage.
650 0 $aManagement$xEmployee participation.
650 0 $aQuality of work life.
650 0 $aOrganizational effectiveness.
650 7 $aAdministracao de pessoal.$2larpcal
650 17 $aOrganisatiekunde.$2gtt
650 6 $aPersonnel$xParticipation à la gestion.
650 6 $aQualité de la vie au travail.
650 6 $aEfficacité organisationnelle.
650 07 $aArbeitsqualität.$2swd
650 07 $aEffizienz.$2swd
650 07 $aOrganisation.$2swd
650 7 $aGestion.$2ram
650 7 $aAutogestion.$2ram
650 7 $aConditions de travail.$2ram
650 7 $aEfficacité de l'organisation.$2ram
650 7 $aPersonnel$xParticipation à la gestion.$2ram
830 0 $aJossey-Bass management series.
830 0 $aJossey-Bass social and behavioral science series.
856 42 $3Contributor biographical information$uhttp://catdir.loc.gov/catdir/bios/wiley043/91041095.html
856 42 $3Publisher description$uhttp://catdir.loc.gov/catdir/description/wiley036/91041095.html
856 4 $3Table of Contents$uhttp://catdir.loc.gov/catdir/toc/onix07/91041095.html
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