Sloan School of Management Paul Osterman's Books

Broken Ladders

Managerial Careers in the New Economy

By: Paul Osterman

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Broken Ladders

Managerial Careers in the New Economy

By: Paul Osterman

Broken Ladders: Managerial Careers in the New Economy provides the first comprehensive view of how the careers of managers in organizations are changing. Broken Ladders reports on the employment security, advancement prospects, skills, and wages of managers in a wide range of firms and industries. These cases show that one myth--that the number of managers is declining--is wrong. But the job tenure of middle managers is more precarious. They can no longer expect steady promotions up the ladder, nor can they expect life-time employment with the same firm. New organizational designs demand new skills from managers and Broken Ladders describes what these are. On another front, managerial pay has not declined at the same rate as other workers. However, the pay gap between senior and middle managers has widened. Given job insecurity and growing pay inequality firms confront a difficult dilemma: how to maintain the commitment of their managers at the same time that the employers are reducing their commitment to their employees. Broken Ladders will be of interest to scholars and students in the fields of human resources, labor economics, career development, and organizational behavior. It will also be important reading for managers and strategic planners who have to take account of the changing nature of employment.

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Page Count

272

Publisher

Oxford University Press

Published Date

ISBN 10

0198025378

ISBN 13

9780198025375

Change at Work

By: Peter Cappelli,Laurie Bassi,Harry Katz,David Knoke,Paul Osterman,Michael Useem

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Change at Work

By: Peter Cappelli,Laurie Bassi,Harry Katz,David Knoke,Paul Osterman,Michael Useem

A far-reaching transformation is taking place in the US in the relationship between employers and employees. The lessons learned from Japan and from "best practice" companies like IBM about how job security, training, and internal development can improve employee commitment and performance have given way to a new set of lessons about how companies can redue fixed costs, increase flexibility, and improve performance by eliminating the elaborate employment systems that prepared employees for long careers in the company. Where the old arrangement protected employees from outside market forces, the new ones drag the market right back in through downsizing, contingent workforces, hiring on the outside for new skills, and compensation contingent on overall organizational performance. New work systems that reengineer processes and empower employees "flatten" the organizational chart, cutting management jobs in particular and reducing opportunities for career development. The new arrangements shift many of the risks of business from the firm to the employees and make employees, rather than employers, responsible for developing their own skills and careers. They also increase the demands placed on workers while reducing what they receive back for their efforts. While morale is down and stress is up, employee performance seems to be rising largely because of fear driven by the shortage of good jobs. Change at Work explores the theme that employees have paid the price for the widespread restructuring of American firms as illustrated by reduced security, greater effort and hours, and reduced morale. In this important study--commissioned by the National Planning Asociation's Committee on New American Realities--the authors consider how individuals and employers need to adapt to the new arrangements as well as the implicatioons for important policy issues such as how skills will be developed where the attachment to the firms is sharply reduced. The future is uncertain, but the authors argue that the traditional relationship between employer and employee will continue to erode, making this work essential reading for managers concerned with the profound impact corporate restructuring has had on the lives of workers.

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289

Publisher

Oxford University Press

Published Date

ISBN 10

0195356055

ISBN 13

9780195356052

Information Technology and the Corporation of the 1990s

Research Studies

By: Thomas J. Allen,Michael S. Scott Morton

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Information Technology and the Corporation of the 1990s

Research Studies

By: Thomas J. Allen,Michael S. Scott Morton

One of the most pathbreaking and influential business books of the 1990s is The Corporation of the 1990s by Michael Scott Morton. Its expert view of how information technology would influence organizations and their ability to survive and prosper in the 1990s has become the benchmark of thinking about information technology. Now, in a supporting companion volume, Information Technology and the Corporation of the 1990s makes available the research on which The Corporation of the 1990s was based. The research was conducted at the Sloan School of Management at MIT by the Management in the 1990s program. The program was funded by a group of 12 industrial and government sponsors from the United States and Britain which included American Express, Digital Equipment Corporation, Eastman Kodak, British Petroleum, MCI Communications, General Motors, U.S. Army, ICL Ltd., Internal Revenue Service, Ernst & Young, BellSouth, and CIGNA Corporation. Information Technology and the Corporation of the 1990s aims to disseminate ideas on how organizations can manage the impact of information technology, and also to raise issues and stimulate further thought by both academics and professionals. The book is divided into three sections which cover the information technology revolution, strategic options, and organization and management responses. It incorporates the work of many important scholars including Charles Jonscher, Michael J. Piore, Thomas W. Malone. JoAnne Yates, Robert I. Benjamin, Gary W. Loveman, Eric von Hippel, Edgar H. Schein, Stanley M. Besen, Garth Saloner, N. Venkatraman, Akbar Zaheer, John C. Henderson, Jay C. Cooprider, Kevin Crowston, Jeongsuk Koh, Gordon Walker, Laura Poppo, John S. Carroll, Constance Perin, Brian T. Pentland, John Chalykoff, Lotte Bailyn, D. Eleanor Westney, Sumantra Ghoshal, John D.C. Little, Thomas J. Allen, Oscar Hauptman, Lisa M. Lynch, Paul Osterman, Thomas A. Kochan, and John Paul MacDuffie.

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Page Count

545

Publisher

Oxford University Press

Published Date

ISBN 10

0195361784

ISBN 13

9780195361780

Book's by Sloan School of Management Paul Osterman

Broken Ladders

Broken Ladders

Change at Work

Change at Work

Information Technology and the Corporation of the 1990s

Information Technology and the Corporation of the 1990s

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