| Description |
ix, 306 pages : illustrations ; 24 cm |
| Series |
New horizons in management |
|
New horizons in management.
|
| Contents |
1. Organizational evolution -- 2. Traditional organizations -- 3. The horizontal revolution -- 4. The value-based organization -- 5. The myth of rightsizing -- 6. The myth of competitive advantage -- 7. The myth of the balanced scorecard -- 8. Implications for organizations -- 9. Implications for managers -- 10. Implications for employees -- 11. Implications for human resources managers |
| Summary |
"Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them." "This accessible book takes a historical look at how the organization and management of work has changed since before the Industrial Revolution." "Revealing both the practicalities and theories behind surviving upheaval in the workplace, academics, business managers and HR managers alike will find this book to be a fascinating and invaluable read."--BOOK JACKET |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Organizational behavior.
|
|
Management.
|
| Author |
Cooper, Cary L. (Cary Lynn), 1940-
|
| LC no. |
2005055934 |
| ISBN |
184064981X |
|
