Introduction What is a lean organization? Lean organizations and the competitive environment Lean organizations and society What are the implications of lkean organizations for employees? The challenge is how to make flat structures deliver on their promise Do organizations understand what people find motivating? The effect of lean organizations on employees What seems to increase the negative effects of change on employees? The effects of change over time Winners and losers - or how people react to change The search for balance The paradoxes of flatter structures Communications Communications and the change process Creating a climate for change Attitudes to change Creating a sense of urgency Creating a compelling vision Communicating the vision Reinforcing the vision Creating a new culture Changing the way we work - the implications Attitude surveys A forum for communication Use of information technology Meetings A positive work climate chcklist Developing the organization through teamworking and leadership Why teamwork? Types of teams Introducing teamworking A team member's checklist Why leadership? What is leadership? The qualities of leadership The functions of leadership What do leaders actually do? Problems experienced by leaders What will be required of leaders in the new millennium? Introducing structure change - a strategic approach Theory versus practice Developing a team-based organization in a software company Conclusion The operations development project at thresher The context Operations development project objectives Characteristics of the ODP Benefits Reinforcing change and caree development Learning Delayering an organization - a change agent's checklist Introducing lean organizations: cross - cultural experienes Organizational change in Asia-Pacific General electric in Hungary Motivating and retaining people - the role of the line manager and the human resource professional Are managers an endangered species? The big challenges: retaining and motivating people How can line managers retain and motivate people? Managing those who stay The role of the human resource professional Aligning business and HR strategies The `new' human resource professional The role of HR in career management Changing roles aAre roles really changing? Generalist or specialist? Adjusting to changing roles Are people managing their own carrers The new employee The vital characteristics Retaining new employees New skills Should organizations care about carrer management? The return to growth? The need for innovation Corporate memory loss Becoming the best employer The challenge of the tryly strategic perspective Does caring about employess make a difference to the bottom line? (Changing) great expectations Economic stability 1950s to 1980s The `old' psychological contract - job security and vertical promotion Times of change - 1980s to the present The new psychological contract - employability and sideways development Managing (great) expectations The 'new contract' in practice Career management - waht works in the new structures? Conventional career management Towards a new form of career management Partner development in a consultancy Helping people to help themselves Job rotation in the financial services Career management in sun microsystems, UK Specialist or generalist career routes Mobilizing development Attitudes towards development An antidote to plateauing? Energizing the plateued performer Strategies for motivating and developing employees Conclusion - what is development Supporting development Why should organizations support development? Organizational support for development Effective delegation Support from other people Supporting development at standard life Reward and recognition Hierarchical pay schemes Competence - based reward schemes Job families Team - based pay Recognition How to people want to be rewarded? Conclusion The future of lean organizations