Motivating People in Lean Organizations
Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development.
In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they're most needed, leaving less capable employees to fill the space.
This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement.
Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit.
Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.
The author is a leading researcher into career development
Shows line managers and the professionals:
How to shape lateral careers
How to recognize worth and employability
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2 The effect of lean organizations on employees
4 Developing the organization through teamworking and leadership
5 Introducing structure change a strategic approach
6 The Operations Development Project at Thresher
8 Motivating and retaining people the roles of the line manager and the Human Resource professional ...
11 Should organizations care about career management?
12 Changing great expectations
13 Career management what works in the new structures?
14 Mobilizing development
15 Supporting development
16 Reward and recognition
References and further reading
able achieve activities approach appropriate become behaviours beneﬁts British Airways British Civil Service career development career management career planning challenge coaching communication competencies culture customer service deﬁne delayering difﬁcult director effective employees encourage ensure expected feedback ﬁnd ﬁnding ﬁrst ﬂatter structures ﬂexible future hierarchy Human Resource implementation important increased increasingly individual inﬂuence initiatives internal involved issues job rotation job satisfaction leaders leadership lean organizations learning line managers look loyalty major managerial ment motivation move operations opportunities orga organization’s organizational people’s performance personnel plateauing potential processes produce professional programme promotion psychological contract qualiﬁcations recognize recruitment reﬂect responsibility reward Roffey Park role schemes senior managers signiﬁcant skills specialists speciﬁc staff strategy success Sun Microsystems team members teamwork things Thresher tion Tungsram vision workforce