Organizational Structures Bibliography
Bolman, Lee G. and Terrence E. Deal. Reframing Organizations: Artistry, Choice and Leadership. (The Jossey-Bass Management Series) Jossey-Bass Publishers, April 1997
Chaleff, Ira. The Courageous Follower: Standing Up To and For Our Leaders. San Francisco: Berrett-Koehler Publishers, 1995.
This work provides a model of followership that strips away the passive connotations of the role and presents a dynamic alternative for contributing to an organization's pursuit of its mission. Chaleff explores the dynamics of the leader/follower relationship -- the underlying moral and psychological forces at work and the respective powers each party has in the relationship -- and offers followers the insights and tools necessary to partner effectively with their leaders.
Chawla, Sarita and John Renesch, ed. Learning Organizations: Developing Cultures for Tomorrow's Workplace. Portland: Productivity Press, 1995.
This work contains essays by thirty-nine of the most respected practitioners and scholars on this topic. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School professor emeritus Charles Handy, and MIT's Fred Kofman and Peter Senge. These essays are presented in four parts: guiding ideas, theories/methods/processes, infrastructure, and arenas of practice.
Jurow, Susan and Susan B. Barnard, ed. Integrating Total Quality Management in a Library Setting. New York: The Haworth Press, 1993.
Total Quality Management, or TQM, as originally developed by W. Edwards Deming with Japanese manufacturers following World War II, is simply defined as "a system of continuous improvement employing participative management and centered on the needs of customers." The articles in this collection consider whether TQM can be effectively applied in non-profit service organizations, using examples primarily from academic libraries.
Nadler, David A., Marc S. Gerstein, Robert B. Shaw and Associates. Organizational Architecture: Designs for Changing Organizations. San Francisco: Jossey-Bass 1992.
This collection of articles is organized around the topics: architectures of change, designing formal organizational arrangements, transforming the informal organization, designing senior management, and the road from decline to competitiveness. The authors are from Delta Consulting Group, an organization that provides counsel to managers and companies in periods of significant transition.
Schein, Edgar H. Organizational Culture and Leadership. 2nd Edition. San Francisco: Jossey-Bass, 1992.
In describing the relationship between leadership and culture, Schein suggests that the most important things that leaders do is create and manage culture. Schein discusses the primary mechanisms used by leaders for culture embedding and reinforcement: what leaders pay attention to, what they choose to measure and control, their reactions to critical incidents and organizational crises, their deliberate role modeling, teaching and coaching, and the criteria that is established for the allocation of rewards and status.
Tushman, Michael L. (Contributor), et. al. Competing by Design: The Power of Organizational Architecture. Oxford University Press (Trade), July 1997.
Vaill, Peter B. Learning as a Way of Being: Strategies for Survival in a World of Permanent White Water. San Francisco: Jossey-Bass, 1996.
To successfully navigate the permanent white water of today's work world, managerial learning cannot be left to training courses and degree programs. It must become a day-to-day, integrated discipline practiced on the job -- a journey of exploration that corrects its course as it proceeds. In short, Peter Vaill's work is an innovative philosophy of management education.