Requisite Organization A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century 2nd Edition by Elliott Jaques 9781886436046 1886436045

PART ONE: INTRODUCTION

1 A Major Finding: Human Nature Explains Hierarchy

2 Achieving Effective Organization for Sustained Success

3 Requisite Organization, Managerial Leadership and Society

4 The Managerial Accountability Hierarchy (MAH)

5 The Board, The Chairperson and the CEO

6 Requisite Organization of the MAH

7 The Employment Society

8 The Growth of Topsy

9 Gimmicks and Panaceas

10 Science, Alchemy, and Language

11 Some Ingredients of a Scientific Recipe

12 Stratified Systems Theory: A Systems Approach

PART TWO: OF HUMAN CAPABILITY OR HUMAN NATURE AT WORK

13 Outputs, Tasks, and Work

14 Motivation: Or Why People Work

15 Requisite Organization and Trust

16 Values: The Driving Force

17 Leadership and Organizational Values

18 Human Work and Individual Capability

19 Work and Problem Solving

20 Thoughts and Words in Knowledge and Decision-Making

21 Decision-Making or Computers Will Never Think

22 The Four Methods of Mental Processing

23 The Five Orders of Information Complexity

24 Mental Processing, Capability and Time-Horizon

25 On Knowledge

26 Skilled Knowledge: Doing without Thinking

27 Personality Factors & “Competencies”

28 The Maturation of Individual Potential Throughout Life

29 Natural Growth of Potential Capability and Time-Horizon

30 Future Potential Casts Its Shadow Before

31 Affirmation and Release of Individual Potential

32 Coda: The Nature of Human Nature and How to Change Individual Behavior

PART THREE: ORGANIZATIONAL STRUCTURE OF THE MAH

Section One: The Universal Underlying Pattern of Organization Strata of the MAH

33 From Extant to Requisite Organization

34 Red Tape Bureaucracy

35 Managerial Accountability: Key to Good Organization

36 Minimum Managerial Accountability and Authority

37 Time-Span as Measure of Level of Work in a Role

38 Evidence that Time-Span Measures Level of Work

39 Time-Span Measurement

40 Time-Span and Regular Structure of Management Levels

41 Universal Pattern of Requisite Organization Strata

42 The Corporate Collegium

Section Two: Functional Alignment

43 Meaning of Requisite Functional Alignment

44 Major Functions Required in an MAH

45 Differentiation of Functions with Stratum

46 Corporate Alignment: Mainstream Operational Functions

47 Str-VI/VII BU: Single BU Corporate Organization

48 Corporate Alignment: HQ Strategic Staff Functions

49 Stratum V: Business Unit (BU)

50 Product/Service Development Functions

51 Marketing and Sales Functions

52 Production Functions at Stratum IV

53 The Mutual Recognition Unit (MRU)

54 The First-Line Mutual Knowledge Output Team

55 Programming Staff Specialist Function (Pr)

56 Human Resource Staff Specialist Function (HR)

57 Technology Staff Specialist Function (T)

58 Business Unit Control and Services Functions

Section Three: The Structure of Task Delegation

59 Direct Output and Individual Contributors

60 Direct Output and Delegated Direct Output

61 Individual Contributors as Managers

62 Delegating Innovative Project Work

63 Delegation of Values

Section Four: Categories of Role Complexity or How Complex is a Problem?

64 What is Problem Complexity?

65 Str-I Complexity: Direct Action Tasks

66 Str-II Role Complexity: Diagnostic Accumulative Tasks

67 Str-III Role Complexity: Alternative Serial Paths

68 Str-IV Role Complexity: Parallel Processing Tasks

69 Str-V Role Complexity: Unified Direct Action

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 Manager-Subordinate Leadership:

100 Managerial Team Working

101 Context Setting

102 Planning

103 Who Makes the Plans?

104 Stratum-Specific Planning Horizons

105 Task Assignment 1

106 Task Assignment 2

107 Personal Effectiveness Appraisal 1

108 Personal Effectiveness Appraisal 2

109 Personal Effectiveness Appraisal 3

110 Induction and Coaching

111 Deselection and Dismissal

112 Continual Improvement

113 Establishing New Roles

114 Managerial Leadership Appraisal

Section Three: MoR-SoR Managerial Leadership

115 Cross-Functional Work Flow

116 Human Resource Development

117 Evaluation of Potential Capability of SoRs

118 Mentoring & Career Development

119 Selection and Appointment

120 Analysis of Talent Pool

121 Appeals Procedure

Section Four: Organizational Leadership Practices

122 Information Sub-System

123 Str-VII & VI

124 Downsizing and Lay-Off

125 Succession at the Top

126 Top Level HR Planning and Succession

127 “Archimedes’ Principle” of Organization

128 How to Grow a Business

129 Mergers, Acquisitions and Restructuring

PART FIVE: IMPLEMENTATION AND CONCLUSION

130 From Extant to Requisite Structure

131 Project Flow Chart

132 Managerial Leadership Teaching and Training and A Final Summing Up

AFTERTHOUGHTS

133 Organizational Epistemology or “How To Tell An Objective Fact From An Opinion”

133 Some Examples of the Practical Value of Knowing the Difference Between an Entity, a Property of an Entity, and an Attribute of an Entity

134 Trust as the Foundation of Requisite Organization Etymology of Trust, Freedom, Liberty, & Justice

135 The Nature of Human Nature Paranoiagenic Versus Philogenic Organization

136 Civil Service & Military Organizations, & Associations

137 The 5-D World of Human Life