ABSTRACT

Originally published in 1989. Management styles in developed western countries are undergoing a crisis phase. Increased levels of international competition and volatile trading conditions are creating new demands of job skills and responsibilities. The management challenge is to find work organization and employment strategies that sustain and develop employee performance and commitment.

This book analyses the ‘high performance work systems’ that a number of American and European companies have evolved to meet this challenge. It particular, it describes in detail the experiences of Digital Equipment Corporation (DEC) at their UK manufacturing plant. This study not only illustrates the benefits of new forms of work organization, it also explores some important myths, notably that technical and organizational changes can produce ‘effortless excellence’. It also provides practical management guidelines for the effective application of high performance work design.

part 1|58 pages

Back to the future

chapter 1|27 pages

Buried in the 1970s

chapter 2|20 pages

Surfaced in the 1980s

chapter 3|9 pages

Managing change

part 2|96 pages

The Digital experience

chapter 4|15 pages

Digital’s achievement culture

chapter 5|11 pages

Stuffing modules

chapter 6|14 pages

Competitive organizational design

chapter 7|16 pages

Pain and rewards

chapter 8|8 pages

Transient structures

chapter 9|30 pages

The high performance experience

part 3|58 pages

The wider relevance

chapter 10|33 pages

The consequences

chapter 11|13 pages

Large scale organizational change

chapter 12|10 pages

The management lessons