Built to Change

Edward E. Lawler , III 지음

Jossey-Bass 2011년 02월 17일 출간

작품소개

책소개

In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be "built to change" so they can last and succeed in today-s global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change Are closely connected to their environmentsReward experimentationLearn about new practices and technologiesCommit to continuously improving performanceSeek temporary competitive advantages

목차

Foreword by Jerry Porras.Preface.Chapter 1: Why Build Organizations to Change.Chapter 2: A Dynamic View of Organizational Effectiveness.Chapter 3: Strategizing.Chapter 4: Structuring for Effectiveness and Change.Chapter 5: Developing the Right Information, Measurement, and Decision-Making Processes.Chapter 6: Acquiring the Right Talent.Chapter 7: Managing Human Capital.Chapter 8: Meeting the Leadership Challenge.Chapter 9: Designing Reward Systems.Chapter 10: Rewarding Performance and Change.Chapter 11: Creating a Built-to-Change Organization.Notes.Acknowledgments.About the Authors.Index.

출판사 서평

Back in the good old days, when news travelled at the speed of telex and the world seemed big, change was something that happened to companies once every few years.Chief executives would initiate "change programmes" to rid their organisations of old habits and inculcate new ones. Strategy would be re-examined, priorities reset, jobs redesigned and reporting lines redrawn.To be sure, these initiatives came with a variety of labels attached. In the 1970s, diversification and job enrichment were the watchwords. The 1980s belonged to strategic focus and quality. The 1990s gave us business process re-engineering and e-commerce. But the underlying assumption was always the same: change was periodic, planned and uncomfortable, given that the natural state of organisations was reckoned to be equilibrium.The snag is that these days news travels so fast - and competitive advantage is so fleeting - that the planned approach has proved woefully inadequate. Change programmes come and go so quickly that managers and employees can barely keep up. The result is dysfunctional organisations with low morale and poor customer service. Yet chief executives who decide to slow the pace of change risk being overtaken by competitors.If you think this is an exaggeration, take a look at Built to Change, a splendid new book by Ed Lawler and Chris Worley, both of the University of Southern California's Centre for Effective Organisations. As the authors note: "An analysis of Fortune 1000 corporations shows that between 1973 and 1983, 35 per cent of companies in the top 20 were new. The number of new companies rises to 45 per cent when the comparison is between 1983 and 1993. It increases even further, to 60 per cent, when the comparison is between 1993 and 2003. Any bets to where it will be between 2003 and 2013?"Yes, a handful of companies do seem to be able to hang in there. The management practices of this select few were examined in Built to Last, by Jerry Porras a

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저자(글) Edward E. Lawler

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Christopher G. Worley is a research scientist at USC's Center for Effective Organizations and the former director of the Master of Science in Organization Development (MSOD) program at Pepperdine University. He is the author of Integrated Strategic Change.

저자(글) III