Organizational Capability

For any organization to compete successfully in today's market, it must focus on building not only from the outside but from the inside as well. Shows the correlation between successful people management and the bottom line. Explains how involving employees in the planning and implementation process and allowing them to see the fruits of their labor (the sense of connection between daily work and long-term customer success) benefits the organization. The aim here is to show how focusing on organizational capability will not only meet short-term financial requirements, but also build a solid foundation for the future. Changing Vistas for Management Thought.

Forces for Change: The Call for Competitive Advantage.

Competitive Advantage from the Inside Out through OrganizationalCapability.

Creating Shared Mindset: Unity of Culture.

Management Practices: Tools for Action.

Generating Competencies: Selection and Development.

Reinforcing Competencies: Appraisal and Rewards.

Sustaining Competencies: Organization Design andCommunication.

Influence Management for the 1990's.

The Capacity for Change.

Flexible Arrangements.

Leadership.

The Capable Organization: Key Questions and Principles.

Epilogue: Reducing Potential Future Threat.

Notes.

Bibliography.

Index.

Dave Ulrich is Professor at the Ross School of Business, University of Michigan, cofounder of The RBL Group, and a renowned expert in management education. He has consulted with more than half of the Fortune 200 and is the author of twelve books.

Dale G. Lake has worked as a consultant to more than fifty organizations including General Electric, Acco, AMOCO , HUD, Master Card International, Citicorp, and Conagra.