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Originally published in 1989. Management styles in developed
western countries are undergoing a crisis phase. Increased levels
of international competition and volatile trading conditions are
creating new demands of job skills and responsibilities. The
management challenge is to find work organization and employment
strategies that sustain and develop employee performance and
commitment. This book analyses the 'high performance work systems'
that a number of American and European companies have evolved to
meet this challenge. It particular, it describes in detail the
experiences of Digital Equipment Corporation (DEC) at their UK
manufacturing plant. This study not only illustrates the benefits
of new forms of work organization, it also explores some important
myths, notably that technical and organizational changes can
produce 'effortless excellence'. It also provides practical
management guidelines for the effective application of high
performance work design.
This important book examines issues affecting the sustainability
and spread of new working practices. The question of why good ideas
do not spread, 'the best practices puzzle', has been widely
recognized. But the 'improvement evaporation effect', where
successful changes are discontinued, has attracted less attention.
Keeping things the way they are has been seen as an organizational
problem to be resolved, not a condition to be achieved. This is one
of the first major studies of the sustainability of change focusing
on the example of the NHS, by a unique team of health service and
academic researchers. The findings may apply to a variety of other
settings. The agenda set out in 2000 in The NHS Plan is perhaps the
largest organization development programme ever undertaken, in any
sector, anywhere. The NHS thus offers a valuable 'living
laboratory' for the study of change. This text shows that
sustainability and spread are influenced by a range of issues -
contextual, managerial, political, individual, and temporal.
Developing a processual perspective, this fresh analysis considers
policy implications, and strategies for managing sustainability and
spread. This book will be essential reading for students, managers,
and researchers concerned with the effective implementation of
organizational change.
This important book examines issues affecting the sustainability
and spread of new working practices. The question of why good ideas
do not spread, 'the best practices puzzle', has been widely
recognized. But the 'improvement evaporation effect', where
successful changes are discontinued, has attracted less attention.
Keeping things the way they are has been seen as an organizational
problem to be resolved, not a condition to be achieved. This is one
of the first major studies of the sustainability of change focusing
on the example of the NHS, by a unique team of health service and
academic researchers. The findings may apply to a variety of other
settings. The agenda set out in 2000 in The NHS Plan is perhaps the
largest organization development programme ever undertaken, in any
sector, anywhere. The NHS thus offers a valuable 'living
laboratory' for the study of change. This text shows that
sustainability and spread are influenced by a range of issues -
contextual, managerial, political, individual, and temporal.
Developing a processual perspective, this fresh analysis considers
policy implications, and strategies for managing sustainability and
spread. This book will be essential reading for students, managers,
and researchers concerned with the effective implementation of
organizational change.
This volume, first published in 1988, examines the challenge to
management which is posed by ever more sophisticated applications
of information technology. It reports on cases of actual practice,
and seeks to draw lessons from these experiences which will be of
practical value to managers and their advisers. The book will also
be a useful source of ideas, experience, and examples to students
of economics, business studies, and management.
Originally published in 1989. Management styles in developed
western countries are undergoing a crisis phase. Increased levels
of international competition and volatile trading conditions are
creating new demands of job skills and responsibilities. The
management challenge is to find work organization and employment
strategies that sustain and develop employee performance and
commitment. This book analyses the 'high performance work systems'
that a number of American and European companies have evolved to
meet this challenge. It particular, it describes in detail the
experiences of Digital Equipment Corporation (DEC) at their UK
manufacturing plant. This study not only illustrates the benefits
of new forms of work organization, it also explores some important
myths, notably that technical and organizational changes can
produce 'effortless excellence'. It also provides practical
management guidelines for the effective application of high
performance work design.
This volume, first published in 1988, examines the challenge to
management which is posed by ever more sophisticated applications
of information technology. It reports on cases of actual practice,
and seeks to draw lessons from these experiences which will be of
practical value to managers and their advisers. The book will also
be a useful source of ideas, experience, and examples to students
of economics, business studies, and management.
Most researchers in organization and management studies stick to
two or three traditional research methods like surveys and
interviews. Sticking with the familiar is seen as a safe bet, and
innovation is discouraged by academic incentives and rewards. But
research participants are now suffering from 'survey fatigue', and
using the same old methods runs the risk of generating the same old
findings. This book describes twelve unconventional methodologies
in organization and management research. These include
unconventional research settings and data sources, unconventional
research designs and data collection methods, unconventional
analytic approaches, and designs and methods that exploit new
technology developments. The aim is to encourage dialogue and
experimentation with regard to the development of innovative,
unconventional approaches to organization and management research.
Several commentators have criticized the way in which research
methods have become more formulaic, and have argued for greater
diversity in research approaches. The methodological perspective
that the we adopt shapes our interpretation of the information that
we gather. Different methods generate different kinds of
information, leading to different ways of understanding the
phenomena that we are investigating. Our methods influence our
styles of theorizing, ways of thinking and reasoning, and forms of
writing and reporting research. This book will be of value to
academic researchers in organization and management studies,
Doctoral candidates, and Masters students on MBA and similar
programmes.
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