Organizing for the Future: New Logic for Managing Complex Organizations (The new logic for managing complex organizations series) - Tapa dura

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JAY R. GALBRAITH is professor of management and organization and a senior research scientist at the Center for Effective Organizations at the University of Southern California.

EDWARD E. LAWLER III is founding director of the Center for Effective Organizations at the University of Southern California, where he is professor of management and organization in the business school. He is the author or coauthor of twenty-two books, including The Ultimate Advantage (1992) and Employee Involvement and Total Quality Management (1992), both from Jossey-Bass.

De la contraportada

Based on research at USC's Center for Effective Organizations, this book explores key issues of organization design and identifies practical new approaches for managing complex organizations in a changing global marketplace. It describes how to create an organization with high levels of employee involvement and new roles for managers. Detailing the use of new organizational forms including knowledge work and managerial teams, structuring human resource systems around skill levels, and creating new types of staff organizations, such as distributed staffs and virtual networks the authors explain how all organizational structures can be aligned to move information, power, knowledge, and rewards downward to maximize performance throughout the organization.

"This is so much more than a treatise on organizational design; it's really a study of the multiple dimensions to any successful organizational structure, starting with how value is added by any corporation. It is the most holistic stufy currently available of the logic behind organizations. Provocative."
Industry Week

De la solapa interior

Explores key issues of organization design and identifies practical new approaches for managing complex organizations in a changing global marketplace. Describes how to create an organization with high levels of employee involvement and new roles for managers. Details the use of new organizational forms, including knowledge work and managerial teams, structuring human resource systems around skill levels, and creating new types of staff organizations such as distributed staffs and virtual networks. Explains how all organizational structures can be aligned to move information, power, knowledge, and rewards downward to maximize performance throughout the organization.