Requisite Organization 2nd 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

Keywords: Leadership

Last modified: July 29, 2021, 1:54 p.m.

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.

  • 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
    1. Outputs, Tasks, and Work
    2. Motivation: Or Why People Work
    3. Requisite Organization and Trust
    4. Values: The Driving Force
    5. Leadership and Organizational Values
    6. Human Work and Individual Capability
    7. Work and Problem Solving
    8. Thoughts and Words in Knowledge and Decision-Making
    9. Decision-Making or Computers Will Never Think
    10. The Four Methods of Mental Processing
    11. The Five Orders of Information Complexity
    12. Mental Processing, Capability and Time-Horizon
    13. On Knowledge
    14. Skilled Knowledge: Doing without Thinking
    15. Personality Factors & "Competencies"
    16. The Maturation of Individual Potential Throughout Life
    17. Natural Growth of Potential Capability and Time-Horizon
    18. Future Potential Casts Its Shadow Before
    19. Affirmation and Release of Individual Potential
    20. 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
      1. From Extant to Requisite Organization
      2. Red Tape Bureaucracy
      3. Managerial Accountability: Key to Good Organization
      4. Minimum Managerial Accountability and Authority
      5. Time-Span as Measure of Level of Work in a Role
      6. Evidence that Time-Span Measures Level of Work
      7. Time-Span Measurement
      8. Time-Span and Regular Structure of Management Levels
      9. Universal Pattern of Requisite Organization Strata
      10. The Corporate Collegium
    • Section Two: Functional Alignment
      1. Meaning of Requisite Functional Alignment
      2. Major Functions Required in an MAH
      3. Differentiation of Functions with Stratum
      4. Corporate Alignment: Mainstream Operational Functions
      5. Str-VI/VII BU: Single BU Corporate Organization
      6. Corporate Alignment: HQ Strategic Staff Functions
      7. Stratum V: Business Unit (BU)
      8. Product/Service Development Functions
      9. Marketing and Sales Functions
      10. Production Functions at Stratum IV
      11. The Mutual Recognition Unit (MRU)
      12. The First-Line Mutual Knowledge Output Team
      13. Programming Staff Specialist Function (Pr)
      14. Human Resource Staff Specialist Function (HR)
      15. Technology Staff Specialist Function (T)
      16. Business Unit Control and Services Functions
    • Section Three: The Structure of Task Delegation
      1. Direct Output and Individual Contributors
      2. Direct Output and Delegated Direct Output
      3. Individual Contributors as Managers
      4. Delegating Innovative Project Work
      5. Delegation of Values
    • Section Four: Categories of Role Complexity or How Complex is a Problem?
      1. What is Problem Complexity?
      2. Str-I Complexity: Direct Action Tasks
      3. Str-II Role Complexity: Diagnostic Accumulative Tasks
      4. Str-III Role Complexity: Alternative Serial Paths
      5. Str-IV Role Complexity: Parallel Processing Tasks
      6. Str-V Role Complexity: Unified Direct Action
      7. Str-VI Role Complexity: Cumulative Processing/Conceptual Abstract
      8. Str-VII Complexity: Serial Strategic Options
      9. Determining the Level of Task Complexity
    • Section Five: Structure of Differential Compensation
      1. Compensation: Structure: Some Problems and Obstacles
      2. Compensation: Personal Effectiveness Related Pay
      3. Compensation: Role Classification and Grading
      4. Compensation: Fueling the Structure with Dollars
    • Section Six: Role Relationship or How People Work Together
      1. General Features of Role Relationships
      2. Role Relationships: Definitions
      3. TARRs: The Manager-Subordinate Role Relationship
      4. TARRs: Manager- and Subordinate-Once-Removed
      5. Assistants to First-Line Managers
      6. Digression: Non-Role Non-Relationships—False Deputies, etc.
      7. Project Teams: Attached Subordinates
      8. Project Teams: Attached Colleagues
      9. Outposting
      10. Cross-functional Task Initiating Role Relationships (TIRRs)
      11. Cross-functional TIRRs: Collateral
      12. Cross-functional TIRRs: Advisory
      13. Cross-functional TIRRs: Service-Getting and - Giving
      14. Cross-functional TIRRs: Monitoring
      15. Cross-functional TIRRs: Coordinative
      16. Cross-functional TIRRs: Auditing
      17. Cross-functional TIRRs: Prescribing
      18. Summary of TIRRs: and TIRRs
  • PART FOUR: MANAGERIAL LEADERSHIP PRACTICES
    • Section One: Introduction
      1. Leadership: Definitions and Prime Conditions
      2. How Far is it From a Manager to a Subordinate
      3. Manager-Subordinate Leadership: Span of Control
      4. TARR Team Working: Special Study and Project Teams
    • Section Two: Immediate Manager-Subordinate Managerial Leadership
      1. Manager-Subordinate Leadership: Introduction
        • Manager-Subordinate Leadership:
          1. Managerial Team Working
          2. Context Setting
          3. Planning
          4. Who Makes the Plans?
          5. Stratum-Specific Planning Horizons
          6. Task Assignment 1
          7. Task Assignment 2
          8. Personal Effectiveness Appraisal 1
          9. Personal Effectiveness Appraisal 2
          10. Personal Effectiveness Appraisal 3
          11. Induction and Coaching
          12. Deselection and Dismissal
          13. Continual Improvement
          14. Establishing New Roles
          15. Managerial Leadership Appraisal
    • Section Three: MoR-SoR Managerial Leadership
      1. Cross-Functional Work Flow
      2. Human Resource Development
      3. Evaluation of Potential Capability of SoRs
      4. Mentoring & Career Development
      5. Selection and Appointment
      6. Analysis of Talent Pool
      7. Appeals Procedure
    • Section Four: Organizational Leadership Practices
      1. Information Sub-System
      2. Str-VII & VI
      3. Downsizing and Lay-Off
      4. Succession at the Top
      5. Top Level HR Planning and Succession
      6. "Archimedes' Principle" of Organization
      7. How to Grow a Business
      8. Mergers, Acquisitions and Restructuring
  • PART FIVE: IMPLEMENTATION AND CONCLUSION
    1. From Extant to Requisite Structure
    2. Project Flow Chart
    3. Managerial Leadership Teaching and Training and A Final Summing Up
  • AFTERTHOUGHTS
    1. Same Examples of the Practical Value of Knowing the Difference Between and Entity, a Property of an Entity, and an Attribute of an Entity
    2. Trust as the Foundation of Requisite Organization Etymology of Trust, Freedom, Liberty, & Justice
    3. The Nature of Human Nature Paranoiagenic Versus Philogenic Organization
    4. Civil Service & Military Organizations, & Associations
    5. The 5-D World of Human Life

Reviews

Requisite Organization

Reviewed by Roland Buresund

Excellent ********** (10 out of 10)

Last modified: Oct. 11, 2009, 12:27 a.m.

What can you say? It is only possible to bow your head in awe before genius!

Read it, it will change your life.

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