From Publishers Weekly
Ross and Kay, consultants at Change Lab International, here address the issue of organizational change. The authors develop a "Molecular Organization" managerial matrix redefining the role of leaders in setting priorities that establish the company's vision and guard its culture. Using case studies (IBM, Aetna), they present "five levels of understanding the customers": the product-focused organization, the market-centered organization, etc. While their approach is stimulating, Ross and Kay's theories are underdeveloped, the cases are pedestrian, including the not so "new technological paradigms" they highlight in their discussion of Adult Foods' mass customization of dairy products. This study adds little to our understanding of organizational theory.
Copyright 1994 Reed Business Information, Inc.
From Library Journal
Academics Ross and Kay present an organizational model called the "molecular organization," which views the company as consisting of supervisors (the nuclei) and workers (the electrons). The atom is held together by a shared vision and value system, which is to focus solely on the needs of the customer. This shift to a client-centered organization is a change that the authors view as vital for companies to survive in today's world. Their model thus differs from the traditional "pyramid" model, which has supervisors at the top and workers below. The authors list five stages to understanding the customer and provide chapter-length case studies using examples from real companies. The authors offer their model as an alternative to total quality management; their work is well written, thought-provoking, and of interest to both practitioners and scholars. Recommended for general business collections.
Gary W. White, Pennsylvania State Univ., HarrisburgCopyright 1994 Reed Business Information, Inc.
