Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1956 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1956 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Jaques presents a totally new general theoretical foundation for understanding the individual and social behavior of all living organisms. In contrast to existing theories of behavior which are static, Jaques has succeeded in breaking through to a truly dynamic orientation. This breakthrough, resulted from his fundamental research into work organizations that led to the realization that the difference between inanimate processes and all living behavior, is that all living behavior is composed of intentional goal-directed work.

This continuous work entails the use of judgment in choosing goals and in making the decisions necessary to get to these goals. This work process is the same in all living organisms, including humans. It is an ineffable process of the total organism, inaccessible to direct observation and experience. Intentionality is the dynamic of behavior. This discovery has led over the past 50 years to extensive discoveries--objective measures of work complexity, and of the level of complexity (capability) of individuals in all species; how human language differs from communication in other species; the need to distinguish between horizontal evolutionary mutations within a given level of capability, and vertical evolution to species with higher levels of complexity; the nature of freedom within mutual-trust inducing constraints. Set forth to radically change the nature of all behavioral and social sciences in the new millenium, Jaques' analysis is essential reading for all scholars, students, and researchers as well as the general public involved with the behavior of living organisms.

The power of top management is pervasive and profound. It affects the quality of economic life, but also our personal and social lives. Equally strong is its impact on the sustainability of a free enterprise system. Psychoanalyst, teacher, and management consultant, Elliott Jaques argues that great as this power is, it is being squandered, not because of what managers do but because of what they don't know. Serious misconceptions about managerial leadership--and equally serious misunderstandings of people--abound. Jaques argues that the problems inherent in the way management is practiced are attributable to gravely dysfunctional systems of managerial leadership, systems that have evolved over the years and are now, despite their ineffectualities, taken for granted. He shows how the CEO class will determine the future of free enterprise democracy, but how massive misconceptions about human behavior have undermined its capability for leadership. It's the managerial leadership systems that need changing, he maintains, not the people who implement them. The result of more than a half century of thought, observation, analysis and experimentation, Jaques' book offers a totally new and creative system of managerial leadership and a unique system of managerial organization. In doing so, it becomes essential reading for academics, students, consultants, top management, and executives on the way up throughout the public and private sectors.

Jaques argues that the problem of achieving effective and sustainable managerial organizations does not lie in poor decision making, interpersonal stress, lack of innovation, greedy self-interest, and other ills and defects, although they certainly play a part. The art of management, somewhat like alchemy, is not securely grounded in science. This is its most severe weakness, and the reason why organizations have always been badly managed. He cites examples to show that management tends to blame its shortcomings and inefficiencies on other people, yet there is no research to prove that the source of managerial failure is really to be found there. People strive to do their best, he has found, but they are stymied by poor organization and systems that pitch people into conflict with each other. Jaques looks at these systems closely, particularly our current systems of compensation, and itemizes his findings, showing how the the same problems are to be found throughout industry, public service, health and services organizations, and less surprisingly perhaps, the military. He then lays out the ways in which a new system of managing operations and organizations could work, shows that it is already working in certain selected places, and provides convincing evidence that his assertions and recommendations have much to offer, as we continue to search for better, more efficient, and more productive, profitable organizations.

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Based on Elliott Jaques' latest research, this is a thorough revision of a book that has established itself as a classic in its field. Jaques has written a practical high-level, how-to book, that applies to all kinds of working organizations - industrial, commercial, service and public. He sets out a totally new way of doing business. Step by step, he builds up the concepts, and then introduces the working procedures to enable CEOs and senior executives, managers, and HR specialists, to develop requisite organization for themselves - in other words, organization which enhances creativity, productive effectiveness, human satisfaction and excellent morale. Requisite Organization challenges all of our current methods and assumptions in the field of organization, leadership and management, and presents a unified total management system built upon a rigorous theoretical base, Stratified Systems Theory. Any enterprise can gain a competitive edge in the short-term by introducing new products and services. In the long-term, however, an adaptive and successful enterprise calls for soundly structured organization with effective staffing and managerial leadership at every level - a requisite organization.