"This is a treasure-trove of some of the best thinking today on leadership, management, and strategy." - Journal of Management Consulting "The Organization of the Future is required reading...If you don't use this book to help guide your organization through the changes, you may well be left behind." - Nonprofit World What do employees expect from ...
"This is a treasure-trove of some of the best thinking today on leadership, management, and strategy." - Journal of Management Consulting "The Organization of the Future is required reading...If you don't use this book to help guide your organization through the changes, you may well be left behind." - Nonprofit World What do employees expect from the organizations they support? How can organizations maintain stability in times of massive change? These are the questions modern organizations face as they struggle to grow and evolve. The Organization of the Future offers timeless responses from such leading authorities as Peter F. Drucker, C.K. Prahalad, Nathaniel Branden, Lewis E. Platt, Rosabeth Moss Kanter, Jay R. Galbraith, and Deepak Sethi. Their incisive essays reveal: How to build "know-how" and "know-who" to develop successful teams How to prepare for "breakdowns" and create the nimble, change-adept company How to attract, motivate, and retain the best employees How seven basic policies can lead to high performance and high self-esteem How to support work-life balance and provide flexibility for knowledge workers Each essay provides observations that will help leaders in business, nonprofits, and government keep their organizations healthy, competitive, and poised for the future.
Publishers Weekly, 1996-12-16 The 49 contributors to this collectionĉan eclectic mix of executives, academics, management experts and consultantsĉoffer highly accessible, often conversationally written essays intended as thought-provoking goads to action or change in today's business environment. The emphasis is on creating flexible organizational structures that can respond effectively to global competition, information technology, innovation and customers' changing habits. Harvard Business School professor Rosabeth Moss Kanter explores the difficulties of motivating people to work in the downsized, high-pressure corporation. Futurist Joel Barker examines the Mondragon Cooperative, a complex of more than 100 worker-owned enterprises in Spain's Basque Provinces, as a model of entrepreneurship, job creation and worker democracy. James Champy, guru of company reengineering, argues that the larger the scale of a program for change, the more likely it is to succeed. Avoiding platitudes, these wide-ranging essays provide a wealth of innovative thinking on leadership and management strategy. Hesselbein is president of the Drucker Foundation for Nonprofit Management; Goldsmith runs a San Diego corporate consulting firm; organizational consultant Beckhard is a former management professor at MIT. (Feb.)
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