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Enhancing Organizational Performance (1997)

Chapter: References

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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References

Summary

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Chapter 1 Organizational Change And Redesign

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Chapter 2 Techniques For Making Organizations Effective

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
×

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Chapter 3 Organizational Culture

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Jones, Gareth R. 1983 Psychological orientation and the process of organizational socialization: An interaction perspective. Academy of Management Review 8:464-474.

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Chapter 4 Developing Leaders

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Chapter 5 Interorganizational Relations

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Oliver, C. 1990 Determinants of interorganizational relationships: Integration and future directions. Academy of Management Review 15(2):241-265.

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Chapter 6 New Military Missions

Beigbeder, Y. 1994 International Monitoring of Plebiscites, Referenda, and National Elections. Dordrecht: Martinus Nijhoff.

Boutros-Ghali, B. 1992 An Agenda for Peace. New York: United Nations.


Cox, D. 1993 ''An Agenda for Peace" and the Future of Peacekeeping. Report of the Mobonk Mountain House Workshop. Ottawa: Canadian Center for Global Security.

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Diehl, P. 1994 International Peacekeeping. Baltimore, MD: Johns Hopkins University Press.

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Jurado, S., and P. Diehl 1994 United Nations peacekeeping and arms control verification. Contemporary Security Policy 15:38-54.


Krepon, M., and J. Tracey 1990 Open skies and UN peace-keeping. Survival 32:251-263.

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Minear, L., and T. Weiss 1993 Humanitarian Action in Times of War: A Handbook for Practitioners . Boulder, CO: Lynne Rienner Publications.


Natsios, A. 1994 Food through force: Humanitarian intervention and US policy. Washington Quarterly 17:129-144.

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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Suggested Citation:"References." National Research Council. 1997. Enhancing Organizational Performance. Washington, DC: The National Academies Press. doi: 10.17226/5128.
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Enhancing Organizational Performance Get This Book
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Total quality management (TQM), reengineering, the workplace of the twenty-first century--the 1990s have brought a sense of urgency to organizations to change or face stagnation and decline, according to Enhancing Organizational Performance. Organizations are adopting popular management techniques, some scientific, some faddish, often without introducing them properly or adequately measuring the outcome.

Enhancing Organizational Performance reviews the most popular current approaches to organizational change--total quality management, reengineering, and downsizing--in terms of how they affect organizations and people, how performance improvements can be measured, and what questions remain to be answered by researchers.

The committee explores how theory, doctrine, accepted wisdom, and personal experience have all served as sources for organization design. Alternative organization structures such as teams, specialist networks, associations, and virtual organizations are examined.

Enhancing Organizational Performance looks at the influence of the organization's norms, values, and beliefs--its culture--on people and their performance, identifying cultural "levers" available to organization leaders. And what is leadership? The committee sorts through a wealth of research to identify behaviors and skills related to leadership effectiveness. The volume examines techniques for developing these skills and suggests new competencies that will become required with globalization and other trends.

Mergers, networks, alliances, coalitions--organizations are increasingly turning to new intra- and inter-organizational structures. Enhancing Organizational Performance discusses how organizations cooperate to maximize outcomes.

The committee explores the changing missions of the U.S. Army as a case study that has relevance to any organization. Noting that a musical greeting card contains more computing power than existed in the entire world before 1950, the committee addresses the impact of new technologies on performance.

With examples, insights, and practical criteria, Enhancing Organizational Performance clarifies the nature of organizations and the prospects for performance improvement.

This book will be important to corporate leaders, executives, and managers; faculty and students in organizational performance and the social sciences; business journalists; researchers; and interested individuals.

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