Summary

Create a more flexible, responsive, and competitive business A Publication of The Center for Effective Organizations Picking up where the successful Organizing for the Future left off, this work from the Center for Effective Organizations presents a coherent set of principles and hands-on guidance for creating the successful organization of tomorrow. Celebrated contributors such as Jay Conger, David Finegold, and Tora Bikson--not to mention the editors themselves--empower a book that captures the latest thinking and new practices regarding the design of complex organizations. The emerging forms and contexts of organizations, enablers of continuous performance improvement, and change implementation processes are among the many cutting-edge topics discussed.

Author Biography

SUSAN ALBERS MOHRMAN is a senior research scientist at the Center for Effective Organizations (CEO) at the University of Southern California. She has written numerous articles for professional journals and is the coauthor of nine books, including Designing Team-Based Organizations (1995) and Creating High Performance Organizations (1995), both published by Jossey-Bass. <p> JAY R. GALBRAITH is professor of management at the International Institute for Management Development in Lausanne, Switzerland. He is currently on leave from the University of Southern California, where he holds joint appointments as professor of management and organization in the Graduate School of Business and senior research scientist at the Center for Effective Organizations. <p> E. LAWLER is founding director of the University of Southern California's Center for Effective Organizations, where he is professor of management and organization in the Marshall School of Business. He is the author of twenty-seven books, including From the Ground Up (1996) and Strategic Pay (1990), both from Jossey-Bass.

Preface

(8)

About the Authors

xix

Introduction: The Challenge of Change: Organizing for Competitive Advantage

(20)

Jay R. Galbraith

Edward E. Lawler III

Part One: Designing Competitive Organizations

(110)

1 Corporate Boards: Developing Effectiveness at the Top

(28)

Edward E. Lawler III

David Finegold

Jay A. Conger

2 Linking Customers and Products: Organizing for Product and Customer Focus

(25)

Jay R. Galbraith

3 Designing the Networked Organization: Leveraging Size and Competencies

(27)

Jay R. Galbraith

4 Structuring Global Organizations

103

(28)

Jay R. Galbraith

Part Two: Enabling Competitive Performance

131

(78)

5 Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness

133

(21)

David Finegold

Edward L. Lawler III

Gerald E. Ledford Jr.

6 The Changing Nature of Work: Managing the Impact of Information Technology

154

(25)

Susan G. Cohen

Don Mankin

7 Employee Involvement, Reengineering, and TQM: Focusing on Capability Development

179

(30)

Edward E. Lawler III

Susan Albers Mohrman

Part Three: Managing People in the Competitive Organization

209

(98)

8 The New Human Resources Management: Creating the Strategic Business Partnership

211

(20)

Susan Albers Mohrman

Edward E. Lawler III

9 The New Learning Partnership: Sharing Responsibility for Building Competence

231

(33)

David Finegold

10 Executive Education: A Critical Lever for Organizational Change

264

(22)

Jay A. Conger

Katherine R. Xin

11 Strategic Pay System Design

286

(21)

Edward E. Lawler III

Part Four: Transforming the Organization

307

(87)

12 Teams and Technology: Extending the Power of Collaboration

309

(21)

Don Mankin

Susan G. Cohen

Tora K. Bikson

13 Accelerating Organizational Learning During Transition

330

(32)

Ramkrishnan V. Tenkasi

Susan Albers Mohrman

Allan M. Mohrman Jr.

14 Catalyzing Organizational Change and Learning: The Role of Performance Management

362

(32)

Allan M. Mohrman Jr.

Susan Albers Mohrman

Conclusion: Facing the Challenges of the Future

394

(19)

Susan Albers Mohrman

Edward E. Lawler III

References

413

(24)

Name Index

437

(6)

Subject Index

443

Supplemental Materials

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