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Organizations today are facing heightened challenges in their efforts to perform effectively. These challenges are reflected in the failure of many long-standing organizations and the shortened tenure of senior level executives. There is increasing agreement that the unique competitive advantage organizations have today lies in their people, their human resource management practices and their cultures. All other elements of production can be readily obtained, bought or copied. We are now in the era of human capital; to be successful organizations need to unleash the talents of their people. Fortunately we now have considerable understanding of what high performing organizations look like. However, a large gap still exists between what we know and what managers actually do. With contributions from a team of leading academics and practitioners, Building More Effective Organizations provides an extensive survey of human resource management and the organizational practices associated with the high performance of individuals.
- Sales Rank: #6694070 in Books
- Brand: Brand: Cambridge University Press
- Published on: 2008-01-07
- Released on: 2007-12-13
- Original language: English
- Number of items: 1
- Dimensions: 9.72" h x .91" w x 6.85" l, 1.81 pounds
- Binding: Paperback
- 412 pages
- Used Book in Good Condition
Review
"Both scholars have academic credentials in organizational theory and behavior with a focus on private sector organizations...Burke and Cooper emphasize the development of employees, which benefits the individual as well as overall organizational health and functioning...The chapters are both interesting and effectively combined."
Public Administration Review, Brian N. Williams, University of Georgia
About the Author
Ronald J. Burke is Professor Emeritus of Organizational Behaviour and Industrial Relations at the Schulich School of Business, York University, Toronto. One of Canada's most prolific researchers and writers, Professor Burke's work has focused on the relationship between individual well-being and the work environment.
Cary L. Cooper is Professor of Organizational Psychology and Health and Pro-Vice Chancellor (External Relations) at Lancaster University. He is the author of over 100 books and has published a major report for the EU European Foundation for the Improvement of Living and Work Conditions on 'Stress Prevention in the Workplace'. Professor Cooper was awarded a CBE for his contribution to organizational health.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Wide ranging contributions containing some thought provoking material and action points
By Stan Felstead - Interchange Resources
What I seeking was a comprehensive guide to improving effectiveness and performance in organisations. It achieves this in parts hence the four possibly three star rating. Starting with the strengths:
* The first chapter on Building more effective organisations brings together what is known about achieving high levels of organisation performance.This is done very well in a concise format and the book is worth buying for this alone.
* The material in chapter 6 on leadership development is excellent and covers current thinking and best practice in how to connect your leadership strategy to Business strategy.
In terms of weaknesses:
* The coverage of how to build more effective teams in chapter 7 left me with a sense of what value does does this section of the book add to the readers knowledge/understanding? My conclusion is very little it is hard going and you feel that you have entered a world that is far removed from the practioner on the ground.You wonder why this was included,have the editors really thought through the reasons for including this contribution.
* The lack of coverage of how to design an effective organisation design eg structures/processes etc that enhances organisation performance was disappointing. For example the work of Jay Galbraith and others in this field was not given attention.If you produce a book on building more effective organisations this is a major omission.
* The coverage of health and well-being is overdone, in many areas it feels more like a text on counselling/occupational psychology, the balance is not entirely right. Did anyone actually test the range of topics on potential readers?
In summary the HR practioner will find this useful. Would I reccomend it to a manager looking to improve organisation effectiveness, I am less sure about this.
Stan Felstead. Interchange Resources UK
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