Based on the experience of the restructuring of the MBA program at Case Western Reserve University, the book describes the transformation of a program from one where student learning was incidental to teaching and research into one where learning is preeminent. Draws from ten years of curriculum change efforts to trace the entire process of program redesign, from initial discussion to implementation and evaluation. Examines strategic planning within the professional school and describes in detail the Managerial Assessment Course--a key element of the new program and a driving force for...

In 1986 Edward E. Lawler first alerted businesses to the power of high-involvement management - management that encourages employees to participate fully in the business of their employer. In this new book, he goes one step further. Citing such thriving companies as Hewlett-Packard, Xerox and Motorola, he offers an integrated overview of just how an organization must be designed - how it must look and act - to realise the full potential of high-involvement management. And he shows how to implement practices that help create an environment where employees grow and the organization prospers.