Requisite Organization, 2^nd Ed.

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

Elliott Jaques

Publisher: Cason Hall, 1998 , 298 pages

ISBN: 1-886436-04-5

Synopsis:

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In the global business world, Jaques' unified whole system, Requisite Organization, stands as a beacon for a scientific approach to understanding tile organization of work systems. Based on Jaques' latest research, this edition is a thorough revision of the original Requisite Organization (1989), a book that has established itself as the outstanding contribution to the development of effective managerial leadership systems.

Jaques has written a practical high-level, how-to book, that applies to all kinds of working organizations — industrial, commercial, service and public. It sets out a totally new way of doing business.

Step by step, Jaques' builds up the concepts, and then sets out the working procedures to enable CEOs, managers, and HR specialists, to develop requisite organization — that is to say, organization which enhances creativity, productive effectiveness, human satisfaction and morale.

Here is what you will find in this solution-packed volume:

• Principles of organization structure — how many levels you should have, and how to keep them from multiplying.
• The fundamental accountability and authorities needed by real managers.
• How to measure level of work complexity objectively, from CEO to shop/office floor.
• The essential business functions — at corporate levels, and throughout the organization.
• Getting tasks of the right order of complexity at each level of organization.
• Systematic information, planning and control processes.
• How to help managers to appraise the personal effectiveness of subordinates and to relate these appraisals to fair pay.
• A fair differential pay structure tied to organizational levels and to measured differentials in level of work.
• A procedure for appraising the potential capability of people in a just manner for career development and for the growth of a rich talent pool.

Requisite Organization challenges all of our current methods and assumptions in the field of organization, leadership and managements, and presents a unified total management system built upon a rigorous theoretical base, Stratified Systems Theory, that makes it possible to relate all aspects of leadership, work and human resourcing into a coherent whole.

Any enterprise can gain a competitive edge in the short term by introducing new products and services. In the long-term, however, an adaptive and successful enterprise calls for soundly structured organization with effective staffing and managerial leadership at every level — a requisite organization.

Table of Contents:

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• The Aims of Requisite Organization
• 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 Relationship 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—False Deputies, etc.
    83. Project Teams: Attached Subordinates
    84. Project Teams: Attached Colleagues
    85. Outposting
    86. Cross-functional Task Initiating Role Relationships (TIRRs)
    87. Cross-functional TIRRs: Collateral
    88. Cross-functional TIRRs: Advisory
    89. Cross-functional TIRRs: Service-Getting and - Giving
    90. Cross-functional TIRRs: Monitoring
    91. Cross-functional TIRRs: Coordinative
    92. Cross-functional TIRRs: Auditing
    93. Cross-functional TIRRs: Prescribing
    94. Summary of TIRRs: and TIRRs
• 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. Same Examples of the Practical Value of Knowing the Difference Between and 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