High–Involvement Management: Participative Strategies for Improving Organizational Performance

This book examines a wide range of practical methods for increasing employee involvement and brings together the best of each approach into a comprehensive model for implementing participative management at all levels in organizations. Drawing from his twenty–five years of research and practical experience, Lawler provides case examples of employee involvement programs at such companies as Procter and Gamble, Honeywell, General Motors, IBM, and Ford."A balanced, temperate account of the merits and problems of participation in organizations."––National Productivity Review

Spis treści:
Part One: The Promise of Participative Management.
1. Changing Approaches to Management.
2. Why Participative Approaches Meet Today′s Needs.
3. Participation and Organizational Effectiveness.
Part Two: Participative Programs: What Works and Does Not Work.
4. Quality Circles.
5. Employee Survey Feedback.
6. Job Enrichment.
7. Work Teams.
8. Union–Management Quality–of–Work–Life Programs.
9. Gainsharing.
10. New–Design Plants.
Part Three: High–Involvement Management: Creating an Effective Approach to Participation.
11. How High–Involvement Management Works.
12. Managing the Change to a High–Involvement Organization.

Nota biograficzna:
EDWARD E. LAWLER is a leading scholar and author in the area of organization effectiveness and design. He is founder and director of the Center for Effective Organizations at University of Southern California where he is also professor of management and organization in the Graduate School of Business Administration. Lawler is the author or coauthor of more than twenty books including Organizing for the Future (with J. Galbraith, 1993), The Ultimate Advantage (1992), and Employee Involvement and Total Quality Management (1992), all from Jossey–Bass.

Okładka tylna:
This book exam ines a wide range of practical methods for increasing employee involvement and brings together the best of each approach into a comprehensive model for implementing participative management at all levels in organizations. Drawing from his twenty–five years of research and practical experience, Lawler provides case examples of employee involvement programs at such companies as Procter and Gamble, Honeywell, General Motors, IBM, and Ford."A balanced, temperate account of the merits and problems of participation in organizations."––National Productivity Review