Organizations Books

Work and Rewards is chock full of useful information. Crandall and Wallace write mainly for organizations that resemble their clients -- corporations that manufacture goods for profit. But I think this book is even of value for non-profits. While obviously helpful for human resource people, this book would be beneficial reading for CEOs, top organizational leaders, and even frontline supervisors.

"The job is dead," the authors declare. "Job" is part of the "old deal" marked by cradle-to-grave security. "The New Deal will require us to act as adults, not children." Employees will be increasingly responsible for acquiring the skills needed by their employers. Narrow job descriptions are already giving way to broader, more flexible skill sets. The authors claim this shift will help organizations run more effectively and will increase worker satisfaction.

Don't be mistaken; Work and Rewards is not a pie-in-the-sky futurists dream. It is based on the real life experiences the authors have had with dozens of clients, including Sony, Corning, and others. Work and Rewards is packed with practical models, steps, outlines, case studies, plans, and formulas. These tools can help organizations evaluate the cost of going virtual, determine what key drivers the organization wants to reward, and how to manage the transition.

I highly recommend Work and Rewards.

Chapters include:

1. Forging a New Compact Between People and Technology
2. Working in the Virtual Workplace
3. Exploring the Virtual Workplace
4. Work Design
5. Skills and Competencies
6. Rewards in the Virtual Workplace
7. The Blended Workforce
8. The Economics of the Virtual Workplace
9. Getting to the New Deal in the Virtual Workplace

"Economic and technological forces have converged in this last decade of the twentieth century to create an entirely new form of business competition. The New Competition", N. Fredric Crandall and Marc J. Wallace, JR. write, "encompasses a global economy and is driven by information rather than product and by time rather than space, creating a revolution in the way we do business...The New Competition has emerged in three parallel developments: (1). Former competitors forming alliances to command the market, (2). New marriages of technology, markets, and opportunity, and (3). The creation of new business entities that replace traditional ones, defining the entire length of a value chain-a form of organization that has been characterized as the virtual organization...The virtual organization requires a virtual workplace. The virtual workplace is a work environment where goods and services are created and delivered joining employees beyond the traditional bounds of time and place. Technology is a foundation for the virtual workplace, creating the means for innovations in working relationship such as teams of people who work together via teleconferencing or transfer work in progress from one venue to the next across time zones to keep work going on a continuous basis."

In this context, in Chapter Six, they examine how the role of rewards and compensation changes when an organization evolves from a traditional to a virtual workplace. Firstly, they define job in a traditional organization and argue: "The job concept served traditional organizations well. Work has been organized in a command-and-conrol bureaucracy characterized by functional specifications and hierarchy. It is a paradigm shaped by early twentieth-century thinking of Max Weber and Frederick W. Taylor, implemented by Henry Ford, and cast in the legislation of Franklin D. Roosevelt's New Deal of the 1930s. Unfortunatelly the paradigm no longer serves us because the job has died. Globalization of production and technological revolution have forced us into a post-industrial model for producing goods and services. The work designs of the virtual workplace have forced companies to tear down hierarchy do away with functional specialization, and organize all activities according to entire business processes that cut across traditional departments and occupations."

Hence, they compare traditional and virtual base pay models, and argue that in the new workplace people are paid not for the job they hold but for the role they are expected to play.

I. Base Pay Model in the Traditional Workplace:

1. Unit of analysis: Job

2. Basis for determining value: Job evaluation

3. What pay is for: Work performed

4. Base pay progression: (a). Modest movement within grades to mid-point. Pay is controlled to mid-point. (b). Promotion required for significant advancement.

5. Base pay structure: Many narrow grades, hierarchically arranged.

II. Base Pay Model in the Virtual / New Paradigm Workplace:

1. Unit of analysis: Personal role

2. Basis for determining value: Personal evaluation

3. What is pay for: Capacity to perform

4. Base pay progression: Significant movement from entry rate to target rate based on capacity acquisition.

5. Base pay structure: Few, broad bands

Finally, they define this new paradigm as skill-or-competency-based pay, and argue: " the base pay progression policy that best serves the virtual workplace is skill-or competency-based pay.

I highly recommend.

Like the industrial revolution before it, the Information Age is giving rise to new types of organizations, new ways of working, and new approaches to human resource management. This technology-driven economy, with its virtual realities, is profoundly reshaping the nature of relationships between organizations, as well as between the organization and the individual.

On a macro level, the authors aim to show how a new social contract (New Deal) is developing between individuals and organizations, replacing the traditional employer-employee relationship. Through this virtual revolution, the conflict, as many see and experience it today, between people and technology will be overcome. And free market dynamics make it inevitable that virtual organizations will and must continue emerging.

Moving from the macro to the micro, the authors explore some of the pivotal changes taking place today; changes in the nature of the workplace, the design of work, the use of competencies, the characteristics of reward systems, learning, career opportunities, and staffing. Numerous tables and diagrams, as well as illustrations from company experiences, highlight key points and make the distinctions between traditional and virtual workplaces vivid. There is a lot to be gained from each chapter. Guidelines are presented to help practitioners address their needs for taking action. The authors are also helpful in laying bare serious problems that companies have faced in applying such concepts as skill- or competency-based pay and broad bands which I, as a consultant in organization and compensation, welcome seeing in print. Additionally, the authors present a model to demonstrate the economic value of the virtual workplace. This is an excellent book, impressive in scope and rich in substance.

... and needing 'education' ?
So-called education under the market system of the Almighty Dollar has nothing to do with learning or culture.Its goals are to teach working-class youth to be regimented and obedient to 'superiors' and regurgitate what bosses, big and small want to hear and want to believeýand teach children of the middle class ( degreed professionals ) and of the supperich that they are somewhat better and a lot better than us workers, respectively. Socialist Cuba has lifetime education and a current TV campaign called the University For All.To do this they had to make a revolution. What will it
take for us to unite and fight back as the New Depression begins ? Is it possible for 'regular average everyday working people to take power in the belly of the Imperial Beast ( America ) ? Will we have to change ourselves in this process ?
These are the themes of this excellent pamphlet.

This pamphlet really opened my eyes. I have been all the way through education to a final degree and teach college. However, this little pamphlet tells more about education, real education, than anything I have read before. What is called education in this society is fitting you into the slots that this exploitative, oppressive society has for us, not providing us with knowledge, blaming us for our grades and putting some people in 'good' jobs and some people in bad, all to mask a system that exploits us all to benefit the big business rich? I have been to graduate school and have friends with Ph Ds and hung with several Poet Laureates of the US and people saturated with what this society calls education, but I have coworkers at the bus garage smarter than most of them. This pamphlet explains why this is, and how we can fight for real education. Real education is learning the tools to understand this system, learn to fight, learn to do real things in a real world, real education can come only through mass struggles against this system. Real education can't be separate from work, from life, from struggle. Check out Capitlism's World Disorder, the book this is excerpted from, also sold by Amazon

While these books may not be directly available from Amazon at times, they are available from the booksfrompathfinder on Amazon that you can find by clicking on the new and used books on this page.

This booklet was published during the phony debate between Gore and Bush on "education reform" in the 2000 election campaign. It explains why education cannot be "reformed" under capitalism. Barnes talks about how capitalist education from grade school through college socializes us to become docile worker bees and why we have to unlearn a lot of the junk they teach in school in order to become effective fighters for workers' rights today and for a socialist future.

This set of books was an interesting combination of a history of the author, his actual sermon's, hymns, etc. This recopied and compacted set has all the detail and exactness of the original set, with the minor flaw of a random missing letter in the midddle of the text, intermittently. I have not found this to cause any great difficulty. The set is very informative regarding the thought of early Puritan Christianity. It is also a handsome set and well worth the price. echance

Great Value! These seven volumes are actually fourteen volumes, re-issued as seven, with two "volumes" in each book. These are nicely bound
If you contrast the content in these volumes with Christian books which are enjoying popularity today, you might wonder why you wasted your time on the popular stuff. Wesley changed the English-speaking world, especially the working class. His sermons are awesome. When you read his sermon "Against Evil Speaking," you may find yourself carefully guarding your tongue, and thoughts. Wesley's sermon against bigotry may help you become more tolerant of others -- this from the most prominent teacher and preacher of holiness in modern times.
You'll have to work at some of the reading, but it is well worth the effort. This set of books lends itself well to browsing. You don't have to read huge chunks at a sitting. There is a wide variety of writings in these volumes. You'll get more than your money's worth in pleasure and intellectual/spiritual profit
If you enjoy these books, you would probably enjoy William Wilberforce's "A Practical View of Christianity." Wesley's fans credit him and the Methodist movement (not today's United Methodist Church) with averting the kind of bloody revolution experienced by France. Wilberforce is rightly credited with bringing down slavery in Great Britain. Together, these English giants revived Christianity in the English-speaking world: relying upon the Bible, they showed Christians what God expects of us. If you compare them to the prophets of the Old Testament, you may be amazed at the success of these two Englishmen.

This is a great value for the money! I am a seminary student (and a Methodist), so having John Wesley's works at my finger-tips is a blessing. It is a beautiful set and very affordable.

This book is the most comprehensive and thoughtful text on the subject I have read to date, systematically presenting the vision, arguments for and against it, and practical approaches to making progress towards achieving it. While it is not fully up-to-date with the latest developments in international politics, it is surprisingly relevant - a true classic.

If I had to choose a textbook for a course on world federalism, this would be my runaway choice.

Glossop displays a respect for true discussion of the issue. He outlines the most-often heard criticisms of world federation and offers accurate, informed responses which any American would support and appreciate. This is the leading authority on world federation in many years!

As is the case of the "true believers" of any philosophy, many proponents of a world democratic government display an element of Utopianism. Serious thought gives way to sloganeering. Ronald Glossop is an exception. A dedicated World Federalist, Glossop demonstrates his devotion to the cause is the result of thorough analysis of all points of view, which he presents in this book with unusual fairness and accuracy. His work belongs in the library of every student of international relations, regardless of the reader's viewpoint.

I don't think they could pack much more info into one book. It has refernces and shows how the author backs up his information. If you have people willing to really make thier church grow this book will help.

This book is perfect for those members of the church body who want to help but aren't sure where to begin. It's also perfect for pastors who want to teach on spiritual gifting, and also encourage church members to exercise their spiritual gifts with benefit to the church.

Wagner's writing is succinct, humorous, and clear. This book sheds light not only on different spiritual gifts, but theories surrounding them (the book draws from several lists in the Bible, none of which completely mention every spiritual gift), common misconceptions, as well as a test in the back of the book to help each person begin to get a sense of what his or her spiritual gifts might be.

The book is geared toward using spiritual gifts to help the church grow, and therefore focuses on some spiritual gifts more than others (to my disappointment, the ones barely touched upon seemed more relevant to me than the ones greatly expounded upon -- ah well, another book perhaps). I appreciated Wagner's candor and openness to other scholar's theories about spiritual giftings, as well as his standpoints on misuses of spiritual gifts.

This book is highly recommended as a place to begin your studies on spiritual giftings, especially in the context of gifts within the church body.

Having taught many seminars over the past seven years on Spiritual Gifts and having helped hundreds of people to find thier unique call to ministry through their giftedness, I found this little book to be a treasure of information. It succinctly describes the value of helping church members discover thier gifts and function out of them, leading to fulfilling and enthusiastic service for the Kingdom of God. Church leaders who have read this book in our setting have stopped looking for just "warm breathing bodies" to fill a position, but instead look for a person whose giftedness qualifies them for it and therefore classic burn-out is kept at a minnimum. Peter Wagner is easy to read and speaks clearly to the lay person.

At last a book that distills the learning of the last 20-30 years in business management. Drennan and Penningtons book is unique in the simple and structured way in which it helps set out action plans for us all, no matter what our role in business. An irresistible feature is a checklist for carrying out an immediate evaluation of your company and its world class status. A special aspect of the authors approach is the people dimension and how to achieve world class performance through people.

It is also a great reference book for picking up and putting down. Its part of my toolkit for running businesses in different parts of the world. Well done to the authors!

The book focuses on the 12 key benchmarks that lead on organization to world class performance and results. We are using this book within our facility in order to help drive results. Best practices and continuous improvement are the emphasis. I strongly recommend this book for all organizations. All managers have a copy of this book and we are beginning our world class audit.

This volume covers every government agency covering environmental concerns. Federally Protected Areas are described
together with the names and addresses of the supervisory governmental agencies. For instance, the federal agency for
Virginia and Eastern States is located at 7450 Boston Blvd.
Springfield VA 2253 703-440-1713.

The National Estuarine Research Reserves and National Forests
are located at the Bard College Field Station at 914-758-7033

This work would be valuable to a wide constituency of government planners and professionals in academe.

This is a must for conservation education professionals. The numerous indexes and summary descriptions of organizations are wonderful.

If you actually counted every idea this book suggests, you'd come up with loads more than 365, not to mention all the ideas of your own it inspires you to come up with! Entertaining, gift suggestions, wrappings, decorating, addresses for mail-order companies, recipes & lots more, all in one book. This is the book I've been wanting for years

I bought this book about 10 years ago, when I was first setting up my own house for Christmas. I read it cover-to-cover as soon as I got it, and have referred to it periodically since then. Many of the ideas aren't my style, but even those get me thinking, and there are plenty of other ideas to use/adapt.

There are no pictures to inspire, but the writing is crisp, the ideas are good, and the text is easy-to-read. The chapters cover:

Getting ready throughout the year
Preparing/buying gifts, wrap, cards, etc. (including food gifts)
Decorating the home/garden
The tree
Entertaining (including recipes)
Traditions

Some of my favorite ideas/recipes are the "Braided Wreath for Birdies" (a bread wreath with birdseed), "Winter Wonderland Centerpiece," and an never-fail party favorite, "Chocolate Indiscretions" (not quite a sin, just an indiscretion). I've considered picking up this newer edition to check for updates and new ideas -- and just because my paperback one is falling apart.

In this book Fisher presents models for three phases of cultural development: Culture of Comfort; Culture of Complacency; and Culture of Contribution. Six "productive" organizational activities commonly initiated by senior management are dispelled as "unproductive" to a contributory culture. Fisher goes on to analogize that just as termites destroy a home, "social termites" (employees with destructive behaviors) destroy and undermine an organizations infrastructure. Managing these covert-destructive behaviors (Six Silent Killers) are one of management's greatest challenges.

Fisher doesn't pull any punches in this book, and I like that. His brilliant and succinct writing style makes this book an absolute must for anyone who: a) makes decisions about employees (hiring, firing, performance assessments, etc.); b) can't put their finger on employee challenges; and c) for those looking to improve productivity and well being in their workplace.

Authors Note: As ! I was reading this book, I realized that three of my six employees in my restaurant business were clearly "social termites." I was working hard but getting no where, spending all my time putting out fires. This book provided me with the insights into employee behaviors which I was then able to take action on. Sales are up, customers are happy, other workers seem to enjoy their work more, leading to improved productivity. I no longer spend all my time putting out fires. I now spend my time managing a "successful, creative business" and leading the ENTIRE organization, not just an un-chosen few. I wish I had this book 30 years ago, but grateful that I have it now! Thank you James R. Fisher Jr.!!!

For many years, researchers and behavioral scientists have attempted to view organizations by using psychoanalytical and/or other psychological schools of thought structures. James R. Fisher, Jr. follows similar approaches, but does so, to this reviewer's opinion, with great insight, philosophical depth and uncanny predictive truth.

This book provides readers with an accurate development of organizations in the USA over the past century, and those crucial factors that must be taken into consideration if organizations are to survive. Fisher's vibrant prose explores the dominant cultures in the marketplace, the need for a new set of organizational paradigms, incipient catastrophe, the six silent killers, the cutlures of comfort, complacency, and contribution.

The author opens his heavily documented and self-experienced work with the dilemma that has spawned the "Six Silent Killers," and discusses why this phenomenon is the latest and greatest challenge to management. He observes that "professionals have the mind of an artist, rather than that of an analyst, more the heart of the creator than the discoverer, more the soul of the rebel than the patriot."

The book examines those areas that have created what Fisher calls "the new workforce that the post-industrial society has created." He cites the six silent killers, which have evolved in organizations as "a reaction to the frustration with the growing breach between the role demands of modern workers and the self-demands of those in charge."

Fisher's six silent killers, "the manic monarchs of the merry madhouse," are passive aggression, passive responsive, passive defensive, malicious obedience, approach avoidance, and obsessive compulsive behaviors.

His poetic description indicates that these silent killers "eat at the sinews of organizations, and workers who display them have an amazing ability to appear as performers when they clearly are not. They are caught in the crunch between hypocrisy and hype, turning their frustrations into deceptive devices. They are looking for leadership in a leaderless society. They are looking for direction when nobody admits to being off course. They are looking for real work in the chaos of activities. Wherever they look, they find confusion. Nobody knows who is in control or who has the power. Managers and workers alike, equally frustrated, spread these silent killers. Nobody is in charge. Management plays the role but has little control. Workers are reluctant to step up to the challenge of taking control because they don't want the responsibility. So control and productive effort slip silently between them, covered by the smoke and mirrors of frenzied activity."(pp. 87, 88)

After a substantive analysis of organizations and managers and workers, which represents the residue of an obsolete culture, Fisher explores the cultures of comfort, complacency and contribution. He suggest that modern organizations should develop the culture of contribution, which represents "an entirely new landscape for doing business, a new visage and frame of reference. It is the land of growth and contribution."

This book is written with sincerity and passion, evoking incredible syntactic imagery and stimulating thought. However, it is more an analytical approach in understanding cause and effect of American Society and its organizations rather than the process of solutions. It is optimistic, perhaps simplistic in the actualization of coping behaviors for survival, but it is very deep in ferreting out those hidden factors (subconscious) that impact behavior without an explanation as to why this kind of behavior occurs.

James R. Fisher, Jr. has succeeded in writing a book which is a valuable contribution to the fields of psychology, philosophy and business. He provides insight and important issues in contemporty society that allows readers and organizations to understand, prepare for, and survive the new millennium.

This is a dangerous book. Why? Because those who make a total, long-term commitment to the eight practices will create great turbulence which must be overcome. Most of the wounds which organizations experience are self-inflicted...including the damage caused by ignorance and arrogance. Perils are inevitable whenever bold initiatives are undertaken. For those unwilling and/or unable to make a commitment to achieving and then sustaining excellence, their cause is hopeless. Fitz-enz insists that the best organizations are led by those who effectively nourish as well as manage human assets. Organizations grow only to the extent that those who comprise them grow. As he correctly points out, "In a knowledge company, people are the only profit lever."

One final point: The best practices for any organization are often found within that organization. As a recruiting slogan for the U.S. Army suggests, "Be all that you can be." Stop looking for THE BIG ANSWER elsewhere. Look within yourself and within your own organization. Discover how to implement the eight practices in ways and to the extent that are most appropriate. Pogo once said, "We have met the enemy and he is us." Fitz-enz would perhaps accept a paraphrase of that: "We have found ways to be the best...and they are in us."ÿ

"Although best practices and benchmarking have become intertwined topics for some people, this book is not a discussion of benchmarking. Instead, it is a discussion of our findings and opinions based on research into how effective companies manage the 'human asset'-the people whose efforts are the basis of any organization's success...This book is designed to serve two purposes. The first is to present the best human asset management practices that my organization, the Saratoga Institute, uncovered during a four-year study of over 1,000 companies. We learned that what constitutes best practice is an interactive set of eight organizational characteristics...My second objective is to expose the wasteful and misleading practices that cause three out of four improvement projects to fall short of their goals" (from the Introduction).

In this context, in Chapter 1, Jac Fitz-enz identifies the eight driving forces that make up the context from which the best human asset management systems (BHAMs) and processes are derived: an interwoven human-financial value focus, commitment to a long-term core strategy, linkage of culture and systems, massive multidimensional communications, partnering within and outside the company, collaboration within functional groups, innovation through well-planned and managed risk taking, and a competitive passion that is never satisfied with less than constant improvement. Hence, throughout the following chapters, he explains each driving force and presents case studies of BHAM companies both in the U.S. and abroad. And, at the end of each chapter, he gives a short checklist. He says that "build your best practices by answering to those questions, you will have the blueprint for being one of the best human asset management organization."

Finally, he writes, "Wouldn't it make more sense to accept the fact that complex problems can't be solved by simplistic programs or popular panaceas? Instead, take the time you might put into chasing the newest miracle cure and put it into:

* Focusing your organization on value

* Making a long-term commitment to a core strategy

* Linking your culture to your systems

* Communicating everything that people should know

* Partnering

* Being mutually supportive

* Innovating and taking well-considered risks

* Never getting complacent."

Highly recommended.