Books like New perspectives on organizational effectiveness by Paul S. Goodman

Peter Senge’s acclaimed classic explains how organizations can sustain competitive advantage by becoming learning entities, integrating new thinking and collective aspirations to boost performance.

In 1986 Edward Lawler alerted American business to the power of the high-involvement organization--one that fosters quick adaptation and change through fewer levels of hierarchy and satisfying work relationships. The logic is simple and the results indisputable: people give more to their work when they have more say in how the company is run. Now Lawler, called "one of today's most prominent scholars" in management literature by Choice magazine, shows us that high-involvement is not just a good idea--it's an economic necessity. Rather than try to copy other nations' management styles, Lawler says, organizations should develop approaches rooted in their own cultures. He explains, "We need an alternative to the total quality management approach that builds on many of its key elements but goes beyond it to provide a competitive advantage for organizations in societies that are characterized by diversity, democracy, entrepreneurial behavior, and respect for the individual.". The Ultimate Advantage is an informed and detailed overview of how an organization must be designed to encourage innovation, increase cost-effectiveness, and deliver enhanced quality, customer service, and speed. Lawler demonstrates how to set up work teams, improvement groups, skill-based pay systems, and other practices that can create an environment where employees grow and the organization prospers. And throughout, Lawler emphasizes the need for interrelated, organizationwide implementation so that quality comes from within, rather than being added on or "inspected in" at a later stage.

"The so-called knowledge advantage is a fallacy - even though companies pour billions of dollars into training programs, consultants, and executive education. The reason is not that knowledge isn't important. It's that most companies know, or can know, the same things. Moreover, even as companies talk about the importance of learning, intellectual capital, and knowledge management, they frequently fail to take the vital next step of transforming knowledge into action. The Knowing-Doing Gap confronts the paradox of companies that know too much and do too little by showing how some companies are successful at turning knowledge into action."--BOOK JACKET. "Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--BOOK JACKET.

Beyond Rational Management offers managers a research‑based framework for understanding and navigating the paradoxes that shape organizational performance, guiding them toward innovative structures, job designs, and problem‑solving strategies.