Tomorrow's Organization: Crafting Winning Capabilities in a Dynamic World
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More About This Title Tomorrow's Organization: Crafting Winning Capabilities in a Dynamic World
English
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.
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.
English
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.
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.
EDWARD 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.
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.
EDWARD 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.
English
Introduction: The Challenge of Challenge: Organizing for Competitive Advantage
Part One: Designing Competitive Organizations
1. Corporate Boards: Developing Effectiveness at the Top
2. Linking Customers and Products: Organizing for Product and Customer Focus
3. Designing the Networked Organization: Leveraging Size and Competencies
4. Structuring Global Organizations
Part Two: Enabling Competitive Performance
5. Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness
6. The Changing Nature of Work: Managing the Impact of Information Technology
7. Employee Involvement, Reengineering, and TQM: Focusing on Capability Development
Part Three: Managing People in the Competitive Organization
8. The New Human Resources Management: Creating the Strategic Business Partnership
9. The New Learning Partnership: Sharing Responsibility for Building Competence
10. Executive Education: A Critical Lever for Organizational Change
11. Strategic Pay System Design
Part Four: Transforming the Organization
12. Teams and Technology: Extending the Power of Collaboration
13. Accelerating Organizational Learning During Transition
14. Catalizing Organizational Learning During Transition
Part One: Designing Competitive Organizations
1. Corporate Boards: Developing Effectiveness at the Top
2. Linking Customers and Products: Organizing for Product and Customer Focus
3. Designing the Networked Organization: Leveraging Size and Competencies
4. Structuring Global Organizations
Part Two: Enabling Competitive Performance
5. Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness
6. The Changing Nature of Work: Managing the Impact of Information Technology
7. Employee Involvement, Reengineering, and TQM: Focusing on Capability Development
Part Three: Managing People in the Competitive Organization
8. The New Human Resources Management: Creating the Strategic Business Partnership
9. The New Learning Partnership: Sharing Responsibility for Building Competence
10. Executive Education: A Critical Lever for Organizational Change
11. Strategic Pay System Design
Part Four: Transforming the Organization
12. Teams and Technology: Extending the Power of Collaboration
13. Accelerating Organizational Learning During Transition
14. Catalizing Organizational Learning During Transition
