Management imperatives for the year 2000

Article Abstract:

Traditional management styles and organizational structures must change radically if business is to face successfully the competitive challenges of the next century. Ways must be found to unlock the creative potential which is manifest at the middle and lower levels of our present bureaucratic organizations. Progressive companies, often in joint cooperation with unions, are already pointing the way to the future by encouraging broader involvement in decisions once through to be vested only among those at the higher levels. Technology can be a driving force for change. The requirement that large numbers of employees be clustered in offices and factories will no longer be appropriate when one projects the implications of the microprocessor revolution. Much of what we know of as 'work' can be performed in the home or in remote locations, thus resulting in decentralized organizational structuresand a change in the nature of work in community life and in society as a whole. (Reprinted by permission of the publisher.)

Forecasts and trends, Human resource management

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Hybrid organizational arrangements: new form or transitional development?

Article Abstract:

Nonmarket, nonbureaucratic organizational arrangements - "hybrids" - are significant features in today's fast-changing business world. This article describes the rationale for various kinds of hybrid forms such as craft-based producer networks, strategic partnerships in high-technology, extended trading groups, and vertically disaggregated large firms. It argues that these hybrid are a response to recent structural changes in the economy. Hybrids capture some of the powerful incentives associated with small firms, are better able to access know-how located outside of organizational boundaries, and provide for more rapid and reliable information flow. Finally, this article discusses the limitations of hybrid forms and speculates as to whether they represent a fundamental or transitional change. (Reprinted by permission of the publisher.)

Organizational behavior

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The strategic use of corporate board committees

Article Abstract:

Much recent attention has been focused on committees of corporate boards of directors - particularly the audit, compensation, and nominating committees - as mechanisms for monitoring management and protecting shareholder interests. Board committees can also serve strategic purposes for the firm. This article discusses some of the strategic uses of board committees and focuses on their role in maintaining corporate legitimacy, protecting directors from excessive exposure to liability, and contributing to the formulation of corporate strategy. In particular, it examines the role of the board's strategy committee. (Reprinted by permission of the publisher.)

Planning, Strategic planning (Business), Management committees

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