Organizing for the Future

In an era oc accelerating change in the workplace, many organizational designs and management practices — created to work in a stable, predictable world — have rapidly become outmoded. And while in the past companies pursued new competitive advantages through initiatives in productivity. quality, and customer service, there is a growing belief that, in the future, organization design will be the basis for gaining competitive advantage.

This book, based on more than ten years of research done at the Center for Effective Organizations at the University of Southern California, explore key issues of organizational design and identifies practical new approaches for managing complex organizations to stay competitive in a changing global marketplace.

The authors describe how to create an organization with high levels of employee involvement and new roles for managers. They detail the use of new organizational forms, including knowledge worker and managerial teams, structuring human resource systems around skill levels and creating such new types of organizations as distributed staffs and virtual networks. And they explain how all organizational structures can be aligned to move information, power, knowledge, and rewards downward to maximize performance throughout the organization.

• Introduction: Challenges to the Established Order
  Jay R. Galbraith, Edward E. Lawler III
• Part One: New Organizational Forms
1. The Value-Adding Corporation: Matching Structure with Strategy
   Jay R. Galbraith
2. The Business Unit of the Future
   Jay R. Galbraith
3. New Roles for the Staff Function: Strategic Support and Services
   Edward E. Lawler III, Jay R. Galbraith
• Part Two: Organizing for Internal Effectiveness
4. Organizational Change and Learning
   Susan Albers Mohrman, Allan M. Mohrman, Jr.
5. Integrating Roles and Structure in the Lateral Organization
   Susan Albers Mohrman
6. Employee Involvement: Lessons and Predictions
   Gerald E. Ledford, Jr.
7. Creating the High-Involvement Organization
   Edward E. Lawler III
8. New Approaches to Teams and Teamwork
   Susan G. Cohen
• Part Three: Developing and Managing Human Resources
9. Human Resource Management: Building a Strategic Partnership
   Allan M. Mohrman, Jr., Edward E. Lawler III
10. Developing Leadership
    Morgan W. McCall, Jr.
• Conclusion: Effective Organizations: Using the New Logic of Organizing
  Jay R. Galbraith, Edward E. Lawler III

Everybody referes to this book, but I can't seem to get any interest up. You may read it bacause it is a classical text (heaven knows why?).