Managing Value-based Organizations: It’s Not What You Think

Description

‘This is a well researched and thoroughly readable work. As well as giving a comprehensive and clear history of organisations and their evolving forms, it manages to explain the implications of this to practitioners today. In particular the entire discussion of the value based organisation and what this means for the exploitation of knowledge, organisational learning and innovation are relevant to younger, knowledge based organisations. The world of work has changed for ever in the increasingly knowledge based economy and the way we manage and lead has to change with it. This book provides a good insight to those that need to lead the change.’ - Bill Parsons, ARM Holdings plc

‘A fascinating look at why organisations are the way they are and how we can improve them. This well-written and accessible book offers intelligence, insight as well as practical advice. This is essential reading for organisational theorists as well as practitioners.’ - Binna Kandola, Senior Partner, Pearn Kandola, UK

‘Hoag & Cooper’s work is an important addition to our understanding of organizations. I think this book will be of wide interest not only to the academic and consultative community but also business practitioners that want to better understand the organizations they operate in. I appreciate the historical and systemic context they have been able to provide for the reader. Its informative style make it a must read this year.’ - Robert Kovach, RHR International Company, UK

‘Academics and practitioners will find that this book presents a novel theoretical perspective. It illustrates that many features of current practice, contrary to many gurus, are consistent with the status quo that highly limits progress. For example, the authors describe what they call the myths of rightsizing, competitive advantage and balanced scorecard. The authors present extensive illustrations of how their value-based perspectives can lead to new policies and practices in managing organizations.’ - Chris Argyris, Harvard Business School, US

‘An insightful and enjoyable book. Bruce Hoag and Cary Cooper first provide a concise history of work, organizations and management highlighting what has changed over time and why. Then emphasizing the value-based organization - an organization committed to delivering value to all of its stakeholders - they tackle the “so what” providing practical advice for organizations, managers and employees. It will make you think.’ - Ronald J. Burke, York University, Canada

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 highly innovative and accessible book takes a historical look at how the organization and management of work has changed since before the Industrial Revolution and uses this as a basis to explain:

• how and why organizations and management behavior have evolved over the past 500 years • the importance of understanding how organizations are changing today and what they will become in the future • what new organizations will look like and how managers will have to change to be effective in them, and • how managers can change their organization from one which is locked in tradition to one which is flexible enough to respond positively to constant change.

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.

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