Motivating People in Lean Organizations

'The cover states that the book is ideal for HR training managers and directors, and that line managers, team leaders and internal communications managers will also find it of great benefit. I do not always concur with the hyperbole that often appears on book covers. In this case, I do.'Dr Kenneth Lysons FInstAM Chief ExaminerPress coverage of previous reports on this theme by the same author:'These findings should set alarm bells ringing in the boardrooms'The Times, March 1996'As Roffey Park's Holbeche has discovered, it is increasingly the people with the qualifications to succeed inside the organization who are moving outside, leaving the cynics, the traumatised survivors and the clock-watchers behind.'Management Today, November 1995'This latest research shows clearly that when an organization decides to delayer itself potential effects on individual employees must form part of the equation.'Personnel Today, January 1995

• Chapter 1 Introduction; Chapter 2 The Effect of Lean Organizations on Employees; Chapter 3 Communications; Chapter 4 Developing the Organization through Teamworking and Leadership; Chapter 5 Introducing Structure Change – A Strategic Approach; Chapter 6 The Operations Development Project at Thresher; Chapter 7 Introducing Lean Organizations; Chapter 8 Motivating and Retaining People – the Roles of the Line Manager and the Human Resource Professional; Chapter 9 Changing Roles; Chapter 10 The New Employee; Chapter 11 Should Organizations Care about Career Management?; Chapter 12 (Changing) Great Expectations; Chapter 13 Career Management – What Works in the New Structures?; Chapter 14 Mobilizing Development; Chapter 15 Supporting Development; Chapter 16 Reward and Recognition; Chapter 17 Conclusion;