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Product Description
Product Description
Management experts Lawler and Worley have developed a set of management principles that enable organizations to be both successful and responsible. Existing command & control and high–involvement management styles depend too much on stable conditions and focus too narrowly on economic outcomes. They convincingly argue that we need to "reset" our approach to management to one that fits today′s demanding business environment. Starting with a change in how success is measured and a more realistic view of risk, Lawler and Worley take us through how strategy, governance, organization structure and talent should be managed. The result is an organization that can reliable produce financial, social, and ecological results.
- Includes illustrative lessons from Microsoft, Cisco, Netflix, DaVita, Starbucks, Nokia, and the U.S. Secret Service
- Offers clear prescriptions for managers who want to organize for sustainable performance effectiveness
- Lawler and Worley are the authors of the bestselling Built to Change
Lawler and Worley outline why and how the current practice of management must change in order for organizations to achieve sustained organizational effectiveness.
From the Inside Flap
"is not about convincing you that organizations need to be sustainably effective; it is a book about how organizations can be sustainably effective."
—EXCERPT from the Introduction
In Management Reset, the acclaimed management experts and authors of the best–selling book Built to Change offer a next–step resource for any organization that wants to thrive in our difficult economic environment. While organizations must perform well financially, Edward E. Lawler III and Christopher G. Worley contend that companies also need to address their social and environmental impact to be viable in the long term.
Management Reset shows how organizations can be sustainably effective by becoming agile and developing the ability to adjust their strategy, organization design, and leadership practices to support profitability, social justice, and environmental health. The book is filled with illustrative lessons from such leading organizations as Microsoft, Cisco, Netflix, DaVita, Starbucks, Nokia, and the United States Secret Service. The authors offer clear, easy to implement principles and practices for managers, leaders, and consultants who want to organize for sustainable performance effectiveness.
By putting in place Lawler and Worley′sinnovative organization designs and management practices, forward–thinking organizations can remake themselves to better serve both their shareholders and society.
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Customer Reviews
Lawler and Worley begin with the thesis that it is no longer enough for organizations to perform well financially. They must also perform well socially and environmentally if they are to remain competitive in today's global economy. The authors proceed to describe the principles and practices that management can use to move their organizations toward sustainable effectiveness, illustrating their approach with tangible examples from companies such as Starbucks and Netflix. Topics range from leadership, organization design and reward systems to the role of corporate boards.
Management Reset is both highly readable and exceedingly useful. But what sets this book apart from the majority of business books on the shelves today is that the strategies outlined are based not only on the authors' consulting experiences but also on solid research evidence. In short, Management Reset is thought provoking and a timely addition to the management literature. I whole heartedly recommend it!
The authors group evidence for the sustainable management practices they advocate into four core business components: the way value is created (the formulation of strategy and competitive advantage), the way work is organized (the design of structure and systems), the way people are treated (how employees are recruited, developed, and rewarded), and the way behavior is guided (the role of leadership and corporate culture). They then disaggregate those categories by examining what social scientists have discovered about such practical tasks as strategy creation, board governance, organizational design, and management systems and rewards.
I am no fan of how-to books, but this one overcomes the main weaknesses of the genre by offering a balance of rigorous intellectual theory along with concrete examples (from companies including Procter & Gamble, W.L. Gore, Patagonia, Southwest, UPS, and DaVita) to illustrate the practicality of the authors' ideas. Nonetheless, there is much to be said about this subject that Lawler and Worley (incidentally, my former university faculty colleagues) omit or overlook, and more than a few points they make are debatable. For instance, to my mind, they define high-involvement management so narrowly that they miss the potential contribution employees can make to the ends they advocate, and they ignore the value of employee stock ownership in creating company sustainability. So although Management Reset should not be seen as the final word on this important subject, it is an essential starting point for further thought, research, experimentation, and discussion.
I attended the course facilitated by one of the books author's Christopher Worley. I highly recommend the book (and the course) to anyone in management and organizational development fields. The thoughts within the book are the wave of the future for organizations. I was fortunate enough to read the book coupled with experiencing firsthand didatic on the sustainable management model.
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