Motivating People in Lean Organizations

1st Edition

Authors: Linda Holbeche
Print ISBN: 9780750633758
Imprint: Butterworth-Heinemann
Published Date: 27th November 1997
Page Count: 320


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Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development.

In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they're most needed, leaving less capable employees to fill the space.

This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement.

Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit.

Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.

Key Features

The author is a leading researcher into career development Shows line managers and the professionals: How to shape lateral careers How to recognize worth and employability


HR/training managers and directors; line managers/team leaders; internal communications managers; IPD Diploma course/professional development courses.

Table of Contents

Foreword by Andrew Mayo; Introduction; The effect of lean organizations on employees; Communications; Developing the organization through teamworking and leadership; Introducing structure change: a strategic approach; The Operations Development Project at Thresher; Introducing lean organizations: cross-cultural experiences by Linda Holbeche and Michel Syrett; Motivating and retaining people: the roles of the line manager and the Human Resource professional; Changing roles; The new employee; Should organizations care about career management?; (Changing) Great Expectations Economic stability 1950s to 1980s; Career management: what works in the new structures?; Mobilizing development; Supporting development; Reward and recognition; Conclusion; References and further reading; Index.


No. of pages:
© Butterworth-Heinemann 1998
Paperback ISBN:

About the Author

Linda Holbeche

Linda Holbeche is Research and Policy Director at the Chartered Institute of Personnel and Development (CIPD). Linda is responsible for leading the CIPD’s extensive management research programme and the translation of that knowledge into practice for the benefit of all those involved in the management and development of people. She heads a 40 strong team, including 12 expert research advisers, and is a key spokesperson and advocate for the people management and development profession, in the media and in relations with government and other opinion formers. Linda was previously with the Work Foundation where she was Director of Leadership and Consultancy and prior to this she was Director of Research and Strategy at Roffey Park Institute for 12 years.

Affiliations and Expertise

Research and Policy Director, Chartered Institute of Personnel & Development (CIPD), UK


'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 Examiner Press 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