Book Description
Organization Development and Transformation is a paperback collection of 46 readings that focuses on how people function with and within organizations, and how to make the working relationship function best. This edition includes coverage of classic OD articles, coverage of topics such as self-directed teams, centers of excellence, and learning organizations
Customer Reviews:
Excellent & expedient service.......2006-07-13
The textbook was brand new and was wrapped in cellophane. Class began the following week, and the book arrived that week-end which gave me enough time to complete assignments in a timely fashion.
Great Resource.......2005-10-10
I used this book in my MBA program. This is a very good resource. It is researched based with many articles that are relatively short and to the point.
A excellent collection of the classic readings........2000-12-24
The editors of the book have included in a single volume the classics. The articles include those authored by Kurt Lewin, Chris Argyris, Edgar Schein, Gareth Jones, C.K. Prahalad & Jeffrey Pfeffer besides many others. The latest edition published in 2000 include 16 new readings. Useful resource material for students of organisational behaviour and organisational change. The strategies described in some of the readings could be usefully applied in a variety of work settings. HR practioners and those in human resources development will find some of the articles valuable in crafting policies and renewal of training strategies. To sum it, in the words of the editors, "The field of organisation development is fun and exciting. We hope this anthology will convey some of that sense of excitement." I have discovered that sense of excitement when I read the articles in the book. I will continue to refer to them from time to time.
Book Description
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change
- Are closely connected to their environments
- Reward experimentation
- Learn about new practices and technologies
- Commit to continuously improving performance
- Seek temporary competitive advantages
Download Description
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be built to change so they can last and succeed in today's global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change Are closely connected to their environments Reward experimentation Learn about new practices and technologies Commit to continuously improving performance Seek temporary competitive advantages
Customer Reviews:
A Primer of Change Concepts.......2007-08-27
In this easy to read compilation of business concepts to deal with constantly changing external environmental factors driven by the global economy, academics Lawler and Worley introduce their `B2Change' Model. Using the term identity, to describe an organization's core values, behaviors, and beliefs; the authors use several Fortune 500 examples to argue that continuously Strategizing, Designing, and Creating Value around the organization's identity are the primary contributors to organizational effectiveness. It is hard to argue with these descriptors of widely acknowledged, critical, organizational drivers.
The book follows the discussion of the B2Change Model with an overview of various structural options, information requirements and decision making processes, people management, and leadership thoughts before closing with a chapter on the features of a Built-to-Change Organization. During these discussions they promote; leadership teams as being more useful than a single hero-leader, team evaluations over individual performance appraisals, rewards that motivate performance, and a shift away from the job to the individual as the building block for an organization's design (the Me Inc. concept). All these and the many other ideas for adapting to change are often given life thru the use of business examples. The book is recommended for students of organizational change looking for an overview of management concepts that support change.
Change the way we change.......2007-06-13
Brilliant! the book introduce a new approach to change. Out of the box thinking, to the point, and very insightful. Sharp writers that make a different in the way we think and operate.
Very Good Book!!!.......2007-01-09
This is a very good book. For those interested in creating an organization that is designed to view change as "normal" business--this book is excellent reading. I teach organizational leadership--I have added this to the required reading list in a change management/research course.
Clear roadmap for the future: how to change continuously.......2006-08-10
This is a bold, fascinating and occasionally dangerous book, which we recommend to those who want to plan carefully and honestly for the future. Why "carefully" and "honestly?" Because authors Edward E. Lawler III and Christopher G. Worley are savvy enough to identify the kind of organization best suited for a business environment shaped by continuous change - and bold enough to prescribe the actions leaders must take to survive in this environment. These actions require care and honesty because they differ so fundamentally from many past business practices. For example, the idea of continually re-planning your market position sounds straightforward. However, to then eliminate all employees who have done great work, but whose skill base does not match the firm's new portfolio, is risky and requires great faith in your vision. As the authors repeatedly note, the future is difficult to predict, and impossible to predict completely. What's more, for individual managers to examine their organizations, see that they no longer fit and voluntarily step aside will require rigorous honesty and responsibility. They would need to have planned their careers and finances well enough that self-interest does not blind them. Many of this book's ideas have a similar nature. They seem good and right, but applying them successfully will require great discipline.
Organizations that cannot change cannot survive, much less prosper........2006-08-08
Obviously, if organizations are not "built to change," they cannot effectively respond to inevitable changes in their competitive marketplace. Moreover, they may be able to achieve some temporary success but cannot sustain it over a period of time. In the Foreword, Jerry Porras briefly but brilliantly explores two themes: "First, leaders must understand their organization's values, and work to shape them in such a way that those values guide and sustain needed changes rather than undermine them. Second, leaders must architect their organizations to embrace rather than resist change." Co-authors Lawler and Worley see this volume as a sequel to Jim Collins' Built to Last because, in it, they explain "what organizations need to do once they have developed the foundation for survival and want to increase their effectiveness over time." This seems to be the same objective which Collins set for himself in his own sequel, Good to Great.
What they call the "B2Change Model" consists of Environmental Scenarios (which describe a range of possible future business conditions an identifies "preferred futures") and three primary organizational processes which contribute to organizational effectiveness. Strategizing (a process by which to establish priorities so that by having a "strategic intent"). Only after concluding this process can an organization then initiate the other two processes, Creating Value through competencies and capabilities, and, Designing the structures and other processes that enable an organization to achieve sustained effectiveness enterprise-wide. Step by step, with both rigor and eloquence, Lawler and Worley explain how any organization (regardless of size or nature) can do this, guided and informed by the B2Change Model.
In the final chapter, they make several key points. First, that making the transition to a B2Change organization is much more difficult than operating one. Also, that each of the three processes is more changeable and more flexible than the prior one. However, the designing process is the key to developing the competencies and capabilities that are needed to implement a strategic intent. They identify five key initiatives on the road to becoming B2Change and then discuss them in the order in which they recommend implementation. (They are listed on page 287.) They also explain how certain key elements can support an organization's focus on its external environment so that everyone involved understands change as a natural process. "Creating a change-friendly identity is a fundamental step in becoming a b2change organization." Still another key point involves what Lawler and Worley see as the final initiative: bringing all of the prior processes together in a virtuous spiral. "Virtuous spirals - periods in the life of an organization - are characterized by critical configuration, proximity, and dynamic alignment. They are built and sustained by a series of temporary competitive advantages."
I am reminded of what Peter Drucker observed in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." That is precisely why Lawler and Worley place such great emphasis on the first process of the B2Change Model, Strategizing. It is absolutely imperative that proper organizational priorities and an organization's strategic intend be established first. Otherwise, completion of the second and third processes may well be flawless but ultimately worthless.
Book Description
"Takes a holistic approach that is often lost in more narrow-minded texts. Great for graduate students."
--Robert Kramer,
Department of Management Science, George Washington University
"With its distinctive voice, this is a basic text for all courses on organizational theory."
--BUSINESS HORIZONS
"This book presents an avant garde approach to an important topic about which, to my way of thinking, no one else has written even a contemporary book. . . . The authors' perspective readily allows the reader to comprehend and appreciate what is always present--often hidden and almost always controversial--the subjective side of organizational life. . . . The book you are about to read provides the rationalist and the veteran exactly what they each crave the most. It provides synthesis and order within a structure that acknowledges the interaction between an individual's motivations and needs and the apparent order that individual perceives. . . . The use of cartoons and other 'right-brain' highlighters allow readers to look down, as opposed to looking up, to understand and critique a phenomenon that a theory purports to explain, and to self-reflect on the importance a theory holds for the field. . . . Certainly, this is a book for the 1990s."
--from the Foreword by Samuel A. Culbert,
John E. Anderson Graduate School of Management, University of California, Los Angeles
"What the authors are attempting is very difficult. David K. Banner and T. Elaine Gagné are declaring the presence of a new paradigm of the organization before it has actually crystallized and become part of the mainstream of organization theory. As such, the book is an act of leadership."
--Peter B. Vaill,
Professor of Human Systems, School of Business and Public Management, The George Washington University
"A valuable resource to the students and instructors of organizational design and theory courses. The comprehensive coverage of traditional organization theory topics coupled with the authors' contemporary orientation and transformational perspective ensure this. "The organizational design and theory text by Banner and Gagné addresses an important fact of organizational life that is usually ignored or given superficial treatment at best in existing organization theory texts; namely, that our implicit assumptions, worldviews, metaphors, paradigms, and organizational culture are important determinants of why we organize the way we do."
--Douglas Austrom,
President and Cofounder, Turning Point Associates, Indianapolis, Indiana
"A valuable basic text for business related undergraduate or postgraduate programmes on organization theory (and practice!); particularly from a transformational perspectives."
--LONG RANGE PLANNING
Providing a distinctive voice,
Designing Effective Organizations is the new basic text for the undergraduate or MBA-level course on organization theory. Although it contains the same comprehensive topical coverage as the leading traditional organization theory texts,
Designing Effective Organizations is definitely not a clone of the others in the field. David K.Banner and T. Elaine Gagné develop a transformational perspective--which sees the world of the organization as a projection of each organizational member's consciousness--as opposed to the traditional rational perspective. They thoroughly cover all the basics, but in a manner that reflects today's changing management paradigms.
Designing Effective Organizations is the perfect text for scholars, researchers, professionals, and graduate and undergraduate students in organization studies, management, sociology, public administration, and education.
Customer Reviews:
Business textbook takes readers to a different dimension.......1998-01-26
[This review originally appeared in the Autumn 1997 issue of ILLUSIONS Magazine: A Journey Through Ideas & Spirit. Review reprinted here with the permission of MoonShadow Press, Inc.]
DESIGNING EFFECTIVE ORGANIZATIONS review by John Haynes
Not many of us can lay claim to being true paradigm-shifters, but let's give David Banner and T. Elaine Gagne credit---in their book DESIGNING EFFECTIVE ORGANIZATIONS, they've managed to take the college business textbook to another level. Banner and Gagne do this by incorporating a fairly healthy dose of spirituality in their approach, and the result is a very readable textbook for undergraduate or MBA-level course work.
Basically, DESIGNING EFFECTIVE ORGANIZATIONS examines organizational structure and processes in the ordinary way but also (and here's where the paradigm shifts) in a subjective, ethical, and-one is tempted to repeat---spiritual way.
What resonates throughout the book is the premise that organizations---like the people who comprise them---cannot be easily or readily quantified. Behavior cannot be predicted with 100% accuracy, and expecting human beings to work and think like machines is completely unrealistic. One has to cut beneath the surface to see the hidden dynamics. What one sees then is that the organization is nothing more than an agreement in consciousness, i.e. an agreement about `who we are', `how we interact with each other', how we deal with authority', etc. Understanding this basic truth ( and its far-ranging implications) results in a smoother operation, a better organizational flow.
For instance, in their book Banner and Gagne profile the organizational styles of unconventional companies like Ben & Jerry's Homemade, Inc. and Celestial Seasonings, but also examine such "staid players" as Dow Corning, Inc. and IBM. Thrown in the mix you'll find relevant mentions of the human potential movement, entropy, and quantum physics. Believe it or not, the lessons learned from such "out there" disciplines can be of great benefit to business organizations, if only reluctant corporations would open themselves to the possibilities.
From the book: "Science and spirituality are blending as the paradigm shifts; so are spirituality and organization. The Latin definition of spiritus, the root of spirit, is `breath.' In the organizational context, spirituality breathes life into the organization. Harrison Owen, in his article `Leadership by Indirection,' argues that, if we were to get `back to basics,' we would see our organizations as `spirit and flow' and that leadership would be seen as the capacity to `focus spirit and enhance its power.'"
This is not your father's MBA handbook, boys and girls.
DESIGNING EFFECTIVE ORGANIZATIONS is also filled with Ashleigh Brilliant's delightful POT-SHOTS cartoons, which by themselves would be worth the price of the book.
If you or someone you know is studying business--whether in a college setting or informally--it would behoove you to take a look at Banner and Gagne's DESIGNING EFFECTIVE ORGANIZATIONS.
You might also wish to visit Dr. Banner's
Customer Reviews:
With All Due Respect.......2001-07-27
Robert Morrish has been able to communicate with clarity what healthy discipline is and how to implement strong discipline programs. His writing style makes for easy reading and captivating the audience. The examples he uses to support his thoughts actually provide the catalyst for a paradigm shift for the reader.
Parents and teachers have a dynamic resource for developing or revising strategies already being used to guide our young people. Morrish presents the different styles of discipline that have been used over the years. He points out the philosphy for each and the effectiveness/ineffectiveness of each. He presents a model that has what is best for young people first and foremost. Anyone who supports young people would be hard pressed to argue with his efforts to bring us to a new level of understanding of the concept of discipline.
This book can be used as a model for schools to revise and/or suppport their discipline policy. His model is all inclusive which can only create a stronger school community.
I can honestly report that our school will be incorporating Robert Morrish's suggestions this coming school year.
Amazon.com
Dennis and Michelle Reina, principals in an organization-development firm, believe more productive and rewarding work environments will emerge if relationships that define them are truly built on trust. The problem they see is years of "downsizing, restructuring, and reengineering or of upsizing, mergers, and growth" that frequently result in minor misreadings of intention along with major breaches of promise--followed all too often by seriously diminished employee performance. The solution they propose in Trust & Betrayal in the Workplace is that leaders must develop a full understanding of the complex dynamics involved, and commit to practices that support building trust with employees. The book addresses the aspects of betrayal and trust, the bulk of it focused on "transactional trust" (which they define as "managing expectations, establishing boundaries, delegating appropriately, encouraging mutually serving intentions, keeping agreements, and being congruent in our behavior") and ways to build it among teams and groups as well as entire organizations. The authors conclude with a section on "transformational trust," the ultimate stage attained when trust within these levels "reaches a critical point and increases exponentially, becoming self-generating and synergistic." This is smart food for thought, supported by tools and techniques that can put it into practice. --Howard Rothman
Book Description
In today's competitive global economy, organizations sometimes must make difficult, even distressing changes. For them to be successful, trust is vital. After all, business is conducted via relationships, and trust is the foundation to effective relationships. This book is about trust; the power when it exists, the problems when it doesn't, the pain when it is betrayed, and how to restore it. Drawing on years of research and experience with organizations worldwide, the authors provide a simple yet comprehensive approach to trust that shows how to discuss it constructively, identifies behaviors that build or break trust, and describes steps to rebuild trust and sustain it even through periods of change. This revised, expanded edition features new examples and practical tips, tools, quizzes, and exercises to help readers create work environments where trust grows so that people feel good about what they do, relationships are energized, and productivity and profits accelerate.
Customer Reviews:
Trust & Betrayal in the Workplace: Building Effective Relationships in Your Organization.......2007-07-17
We've probably all experienced that really bad job that drained every bit of creativity, energy, and enthusiasm we had. Perhaps you had that overbearing boss who had unrealistic expectations or that supervisor who wouldn't just trust you do your work. Maybe you worked in a place where suggestions or attempts to solve problems were quickly quashed or met with anger.
Trust and Betrayal in the Workplace unequivocally illustrates that such situations not only make the job a hassle but also inhibit the potential productivity of all employees. Basically, as the employee realizes that he or she (or others around them) is being devalued, he or she becomes less committed to doing the best job possible.
Dealing with the resulting morale issue is extremely challenging. Even if the actual problem is addressed, often lost trust is difficult to repair. For instance, if the company attempts to encourage employees to report potential problems, few will likely come forward because they can't possibly believe that they won't get yelled at or have their issues ignored once again. Trust and Betrayal in the Workplace explains that this situation need not be futile. There are ways to rebuild trust and address past issues to create a stronger, more productive business.
A TOP-NOTCH BOOK...TERRIFIC FOR PRACTITIONERS!.......2006-09-22
This is an excellent work that cuts through the typical babble that fills many pages of others books on the subject of trust. The content is exceeding meaty. The organization of the material is first-rate. One of the very best books on the subject. Highly recommended!
Trust as the Foundation.......2003-03-06
The Reina's develop understandable definitions and offer a well researched and thought out framework for both the development and practice of trust. They also offer practical and accessible vignettes and case studies illustrating the 'trust behaviors' that are so crucial to effective organizations and relationships.
Probably the most powerful part of the book is the section on Betrayal. Betrayal is a huge factor in our lives and we rarely talk about it. This book offers a language, method, and solution for both talking about betrayal and beginning the process of healing from it.
This is an important book for people interested in getting to the root of systemic problems in institutions, families, and relationships.
I highly recommend it!
Best of its kind!.......2002-05-23
Blown away! A huge help to solving workplace problems..help that carries over into all parts of life. The Reinas
have a great thing going. I would like to take their course and meet them in person!
A Solid Effort!.......2001-06-02
Dennis S. Reina and Michelle L. Reina discuss the importance of having a strong sense of trust in the workplace. They advocate avoiding both the major and minor betrayals that undermine trust. Creating an environment that promotes trust contributes to effectiveness in the workplace, especially during times of rapid change. The book discusses the nature and effect of trust. It is enhanced with a variety of exercises that promote workplace dialogues and help people think through the issue of trust. Many of these exercises are especially suited for teams, work groups and divisions. The exercises facilitate discussing and resolving problems in a more trusting atmosphere. This well-written, easy-to-read book is directed to front-line supervisors and unit mangers, although it will also interest top management and company owners. We [...] recommend this book to team builders in organizations of all sizes.
Book Description
Winner of the Igor Ansoff Strategic Management Award 2002
'Goold and Campbell, leading thinkers on corporate-level strategy, have turned their attention to corporate-level organization design. They bring a rigor to this topic that will help managers wrestling with multiple reporting dimensions, decentralization and cross-unit co-ordination.' Professor Gary Hamel, London Business School. Author of Competing for the Future and Leading the Revolution.
'Campbell and Goold are renowned for discovering entirely new and useful dimensions to seemingly familiar business issues. This book is another shining example. It allows executives to replace politics and personality as the rationales for an organizational design with clear, effective logic and experience.' Thomas H. Davenport, Director, Accenture Institute for Strategic Change. Author of Process Innovation and Working Knowledge.
'A "must read" for managers and consultants. Redesigning the organization is the most powerful and fastest means for aligning decisions and behavior with strategic objectives. Goold and Campbell provide the best and most comprehensive framework for developing and testing the validity of an organizational structure I have seen in recent years. Based on years of research and experience they offer clear principles and a process to guide managers in the many design decisions and trade-offs involved in developing a more effective organization.' Professor Michael Beer, Harvard Business School. Author of The Critical Path to Corporate Renewal.
'Books on organization design tend to fall into one of two categories: those that provide interesting concepts but not help on how to implement them and those that are full of check lists on implementation, based on sterile and over-simplified ideas. Michael Goold and Andrew Campbell have written perhaps the finest example of an exception I have ever seen - a very practical book, with detailed guidelines on implementation, yet based on a rich and sophisticated understanding of the real challenges of organization design. It will be of immense use to all careful readers.' Professor Sumantra Ghoshal, London Business School. Author of The Individualized Corporation and Managing Across Borders.
'As companies search for all sources of competitive advantage, many are discovering that the ability to organize and execute complex strategies is an important one. Campbell and Goold have again provided us with a good process through which leaders can give organizing its deserved focus.' Professor Jay Galbraith, author of Designing the Global Corporation.
'Campbell and Goold bring much needed clarity and precision to the language of organizational design and show how this can help managers avoid the misunderstandings and differing interpretations that frequently undermine new organization structures.' Paul Coombes, Director, Organization Practice Area, McKinsey Company.
'Organization change is close to the top of many companies' agendas. Goold and Campbell's book equips you with ideas and frameworks to take on the journey. The real-world examples help make it both pragmatic and readable.' Steve Russell, Chief Executive, The Boots Company plc.
'An impressive work. The taxonomy of organizational units and organigram symbols will be especially useful to managers working on structures.' Philip Sadler, Patron, The Centre for Tomorrow's Company. Author of The Seamless Organization.
'Incredibly relevant in helping to pull together a complicated structure based around the dimensions of channels, products, customers and geography - immensely clear and valuable.' David Roberts, Chief Executive, Personal Financial Services, Barclays plc.
'A welcome breakthrough in designing more effective corporate organization structures. The nine design tests of Goold and Campbell are a valuable addition to an otherwise sparse toolkit.' Jim Haymaker, Vice President, Strategy Business Development, Cargill Inc.
Winner of the Igor Ansoff Strategic Management Award 2002
Customer Reviews:
Organization Structure that Follows Strategy of the Firm.......2004-05-22
There are many books on organizational design written by experts in organizational design. However, structure of an organization should follow the chosen strategy. This book by Goold and Campbell is rare in that it is written by higly credible team of Goold and Campbell, both experts in the field of corporate strategy. This is most rigorous book on connecting structure of an organization to strategy of the firm. It provides excellent frameworks of analysis. It is as if Good and Campbell have "done a Michael Porter" on the issue of organization design!
At a minimum the authors have brought to the subject of organization design the sort of rigor that we are familiar with in the strategy field. An excellent addition to the field!
Book Description
Effective Behavior in Organizations is a combination of text and cases with experiential exercises in the Instructor's Manual. This book seeks to provide a bridge between theory and practice by emphasizing learning at both cognitive and experiential levels. It is also unique because it covers group behavior before individual behavior. This sequencing was chosen to parallel the experience of the student within the classroom. The authors have found that early in the course students worry about finding their place within a group. Once secure in their group, students are ready to look at themselves and to explore together aspects of their personal systems.
Customer Reviews:
A systemic approach to teaching Organizational Behavior.......1999-12-09
The authors' approach to organizational behavior is exciting and challenging for me and my students. Although they cover the three levels of OB (individual, group, organization), they approach it from a systems perspective that I find integrative and interesting. Early in the book, the team of authors presents a framework for evaluating organizational behavior dilemmas in a systemic way.
The authors provide numerous cases in the back of the book and very good teaching notes in the instructor's manual to practice systemic thinking and to learn OB concepts. Unlike most texts, which begin at the individual level, the authors begin at the group level recognizing that most organizational behavior interactions take place in an organizational system. They then move to the individual level, two-person relationships, and conclude with leadership.
New teachers who are interested in using cases will find the instructor's manual supportive and nearly fail-safe. The well integrated design of the book and instructor's manual makes it easy to design your course. The IM appears to have actually been written by the book authors! There are logical places for lecture, classroom exercises, and case analysis. I highly recommend this book.
Book Description
Most organizations see effective teamwork as essential to their success, but find that the reality of working in teams presents many practical difficulties. This text, based on rigorous research evidence, provides all the tools necessary to help teams overcome these difficulties, including case studies, discussion questions, exercises and questionnaires.Drawing on the latest psychological research, Effective Teamwork examines the factors which affect team functioning both positively and negatively. For the second edition, the text has been updated to include:-New chapters on creating teams and conflicts in teams.New sections on introducing teamwork, on virtual team working and team working across national boundaries, on emotions in teams, and on trust within and between teams.More material on team leadership, on the sorts of tasks that are best done by teams, and on the relationship between working in teams and mental health.
Book Description
The aim of this dissertation research is to develop an understanding of how components of the organizational structure, leadership structures at the top level and resource allocation decisions may affect corporate reputation as defined by the reputation quotient(RQ),and which aspects of running a company top management should keep an eye on in order to maximize the reputation of their company?
Based on a literature review on the topic of corporate reputation and governance, which comprises the first part of the dissertation, a positivistic, deductive approach was chosen and a self-administered questionnaire has been developed that was sent out to the CEOs of the 60 companies currently covered in the 2002 RQ-rankings. The detailed discussion of the research method can be found in the third chapter.
Due to a low response rate, the original research approach had to be adapted, in that - where available - the information requested in the questionnaire was filled by the author with publicly-available data from various sources, including the Securities and Exchange Commission (SEC), brokerage reports, company web sites and third-party information providers, aggregating information from these sources. Because the data points obtained this way, in all cases are based on official company disclosures (i.e. SEC-filings,press releases, published web sites), for which the companies are held legally liable, it is assumed that the quality of the data points obtained this way is just as accurate as from having received it as part of the filled-out questionnaires. This for one, because of the legal implications mentioned above and for the other because the answers to the questionnaire would have been based on the same internal data used to provide information to the Securities and Exchange Commission and general public.
This adaptation of approach narrowed down the original sample size of 60 to 32 companies, because for 28 companies not sufficient public information was available and/ or the companies were not listed in both the 2001 and 2002 RQ-rankings. A second effect is that fewer of the originally intended aspects, especially relating to leadership, could be investigated, as no reliable public information was available. Nevertheless, the sample size was sufficient to draw statistically valid conclusions.
Download Description
The aim of this dissertation research is to develop an understanding of how components of the organizational structure, leadership structures at the top level and resource allocation decisions may affect corporate reputation as defined by the reputation quotient(RQ),and which aspects of running a company top management should keep an eye on in order to maximize the reputation of their company? Based on a literature review on the topic of corporate reputation and governance, which comprises the first part of the dissertation, a positivistic, deductive approach was chosen and a self-administered questionnaire has been developed that was sent out to the CEOs of the 60 companies currently covered in the 2002 RQ-rankings. The detailed discussion of the research method can be found in the third chapter. Due to a low response rate, the original research approach had to be adapted, in that - where available - the information requested in the questionnaire was filled by the author with publicly-available data from various sources, including the Securities and Exchange Commission (SEC), brokerage reports, company web sites and third-party information providers, aggregating information from these sources. Because the data points obtained this way, in all cases are based on official company disclosures (i.e. SEC-filings,press releases, published web sites), for which the companies are held legally liable, it is assumed that the quality of the data points obtained this way is just as accurate as from having received it as part of the filled-out questionnaires. This for one, because of the legal implications mentioned above and for the other because the answers to the questionnaire would have been based on the same internal data used to provide information to the Securities and Exchange Commission and general public. This adaptation of approach narrowed down the original sample size of 60 to 32 companies, because for 28 companies not sufficient public information was available and/ or the companies were not listed in both the 2001 and 2002 RQ-rankings. A second effect is that fewer of the originally intended aspects, especially relating to leadership, could be investigated, as no reliable public information was available. Nevertheless, the sample size was sufficient to draw statistically valid conclusions.
Books:
- Organizational Behavior & SAL CDROM Pkg (12th Edition)
- Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators
- Paula Deen: It Ain't All About the Cookin'
- Power vs. Force: The Hidden Determinants of Human Behavior
- Reinventing Organization Development
- Retail Business Kit for Dummies
- Rich Dad's Advisors®: The ABC's of Building a Business Team That Wins: The Invisible Code of Honor That Takes Ordinary People and Turns Them Into a Championship Team (Rich Dad's Advisors)
- Rick Joy: Desert Works
- Showing Our True Colors (True Success Book)
- Staffing Organizations
Books Index
Books Home
Recommended Books
- Government By the People, Basic Version
- A Feast for Crows
- Terrestrial Ecosystems in Changing Environments
- The Periodic Table: Its Story and Its Significance
- Twentieth-Century Russian and East European Painting: The Thyssen-Bornemisza Collection
- Applebee's America: How Successful Political, Business, and Religious Leaders Connect with the New A
- You Eat What You Are: People, Culture and Food Traditions Revised and expanded second edition
- Hongkong Bank : The Building of Norman Foster's Masterpiece
- The Grand Tour: Travelling the World with an Architect's Eye
- Unhinged: A Home Repair is Homicide Mystery
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Experiential Approach to Organization Development, An (7th Edition)
Leadership: Enhancing the Lessons of Experience
Great Writers on Organizations
Writing for Scholarly Publication
Taking the Measure of Work; A Guide to Validated Scales for Organizational Research and Diagnosis
