This book is a major revision of R. Golembiewski, R.F. Munzenrider, and J.G. Stevenson's "Stress in Organizations: Toward a Phase Model of Burnout." The authors use some of the same basic data to develop the phase model of burnout, and then examine the support for the model that has emerged since the first book was published. . . . This is a logically constructed progression with a high level of statistical sophistication. The authors have included a great deal of data (presented in tables, graphs, and figures) and a comprehensive bibliography. The writing style is consistent with the...

Managing Diversity in Organizations focuses on a key issue that organizations are facing--diversity. It is here, and it is growing. The only question now is how well we deal with diversity, especially in organizational contexts.

Golembiewski identifies the many forces and factors propelling us into the age of diversity in organizations--ethical, political, philosophic, demographic, and so on--and details the historical and contemporary approaches. Most practice has focused on a "level playing field" or equal opportunity and "tilting the playing field" or equal outcomes. This...

"Stress in Organizations" presents evidence that burn-out is epidemic in all organizations, not just people-oriented ones, and simple solutions, such as stress management workshops, aren't always the answer. The book develops a model of burn-out based upon extensive research and organizational case studies. In addition to identifying the phases of burn-out, personality, and organizational factors in its development, the authors suggest treatment and policy implications. Human resources managers, in fact managers at all levels, will find the book useful and eye-opening.

Organizational development, as an alternative to Reagan administration methods of revamping federal agencies, has been successfully applied in many public sector organizations. "High Performance and Human Costs" focuses on the effective new management approach of one such organization, the Metropolitan Atlanta Rapid Transit Authority (MARTA), and provides perspective on how administrators can move away from outdated bureaucratic models.

The work focuses on public agency dynamics using MARTA as an example. The authors begin by studying emerging practices for high performance and include...