Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century

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Taylor & Francis Group, Jan 16, 1997 - Management - 137 pages
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70 Str-VI Role Complexity: Cumulative Processing/Conceptual Abstract -- 71 Str-VII Complexity: Serial Strategic Options -- 72 Determining the Level of Task Complexity -- Section Five: Structure of Differential Compensation -- 73 Compensation Structure: Some Problems and Obstacles -- 74 Compensation: Personal Effectiveness Related Pay -- 75 Compensation: Role Classification and Grading -- 76 Compensation: Fueling the Structure with Dollars -- Section Six: Role Relationships or How People Work Together -- 77 General Features of Role Relationships -- 78 Role Relationships: Definitions -- 79 TARRs: The Manager-Subordinate Role Relationship -- 80 TARRs: Manager- and Subordinate-Once-Removed -- 81 Assistants to First-Line Managers -- 82 Digression: Non-Role Non-Relationships-Deputies, etc. -- 83 Project Teams: Attached Subordinates -- 84 Project Teams: Attached Colleagues -- 85 Outposting -- 86 Task Initiating Role Relationships (TIRRs) -- 87 TIRRs: Collateral Accountability and Authority -- 88 TIRRs: Advisory Accountability and Authority -- 89 TIRRs: Service-Getting and -Giving Accountability and Authority -- 90 TIRRs: Monitoring Accountability and Authority -- 91 TIRRs: Coordinative Accountability and Authority -- 92 TIRRs: Auditing Accountability and Authority -- 93 TIRRs: Prescribing Accountability and Authority -- 94 Summary of TIRRs and TARRs -- PART FOUR: MANAGERIAL LEADERSHIP PRACTICES -- Section One: Introduction -- 95 Leadership: Definitions and Prime Conditions -- 96 How Far is it From a Manager to a Subordinate -- 97 Manager-Subordinate Leadership: Span of Control -- 98 TARR Team Working: Special Study and Project Teams -- Section Two: Immediate Manager-Subordinate Managerial Leadership -- 99 Manager-Subordinate Leadership: Introduction -- 100 Managerial Team Working -- 101 Context Setting -- 102 Planning -- 103 Who Makes the Plans?

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User Review  - johnkuypers - LibraryThing

a complex book that contains some of the most original thinking on org structuring that you will find anywhere. Read full review

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About the author (1997)

Elliott Jaques' academic posts include Visiting Research Professor in Management Science at The George Washington University and Professor Emeritus of Social Science at Brunel University in England. A trained psychoanalyst, and business organization guru, he has continuously combined work with organizations and with individuals - in industry, commerce, public service, education, the Church of England and the US Army. He is the author of 18 books, including Human Capability with Kathryn Cason, also published by Gower. In The Changing Culture of a Factory (1951), Dr Jaques introduced the concept of business culture and its affect on the work environment. He is recognized for creating the concept of mid-life crisis, in his 1965 scholarly paper, 'Death and the Mid-Life Crisis'.

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