Built upon a rigorous theoretical base, Stratified Systems Theory, Requisite Organization relates all aspects of leadership, work and human resources in a unified total system.
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"Those rampaging against hierarchies today rarely stop to consider that hierarchy as a form of social organization occurs throughout nature. Instead of throwing rocks at hierarchies, it behooves us to try to understand why hierarchy might actually be important and the principles that might guide leaders in distinguishing functional from dysfunctional hierarchy.
"No one has done better thinking on this subject than Elliott Jaques. His Requisite Organization should be required reading for all managers genuinely interested in what-rather than simple tradition, established biases, and pure power politics-might truly JUSTIFY hierarchies capable of serving human and organizational goals."
Peter M. Senge
Center for Organizational Learning
"A critical application of Dr. Jaques' theories enables today's CEOs to organize their corporations correctly to utilize each employee's God given talents, and to promote and develop employees to their maximum potential unencumbered by bureaucracy, personalities and seniority issues. Dr. Jaques' system, in its eighth year of evolution at Commonwealth Aluminum, has allowed our company to run a system based upon a meritocracy where good performance leads to more opportunity and poor performance leads to removal from role. The employees perceive this as a fair system and the company has achieved significantly improved performance."
President and CEO
"Using Requisite Organization principles in our management system has brought about a clarity of expectations that has been liberating to individuals and immeasurably beneficial to the company."
Dr. W. J. Privott
President and CEO
Novus International, Inc.
"This system is not 'flavour of the month'! It is a comprehensive, integrated, disciplined and rigorous system for all managers, which, when followed, makes such good sense. For any manager faced with the competing demands of running an organization, especially in times of uncertainty and change, the up-front investment of time and effort pays off-it simply makes life easier!"
Ontario Hydro, Hydroelectric
"The 'magic' in Elliott Jaques' concepts is simply that they work in the field ... I have employed them daily in my work for over 6 years at both the corporate headquarters level of a major global company and, more recently, in its rapidly developing Asia operating region. Whether in 'Peoria' or the People's Republic of China, I wouldn't leave home without Elliott Jaques!"
Vice President, Human Resources,
Whirlpool AsiaAbout the Author:
Jaques is Visiting Research Professor in Management Science at George Washington University. He has been engaged in practical field work over the past 50 years in the development and real life testing of a comprehensive theory-based system of organizational structure and managerial processes, including fundamental developments in our understanding of the meaning of work. This system calls for sweeping changes in approach to organizational development work and in the evaluation and development of individuals engaged in work.
This development work has been carried out in projects in industry and commerce, in government, in social, educational and health services, in the Church of England and the U.S. Army. In this latter connection Elliott Jaques was awarded the Joint Staff Certificate of Appreciation by General Colin Powell on behalf of the Joint Chiefs of Staff of the U.S. Armed Forces for "outstanding contributions in the field of military leadership theory and instruction to all of the service departments of the United States."
Throughout his career, Jaques has continuously combined work with organizations and with individuals against the background of a B.A. Honors Science degree from the University of Toronto, an M.D. from Johns Hopkins Medical School, a Ph.D. in Social Relations from Harvard, and qualification as a psychoanalyst at the British Psychoanalytical Society. He is a Fellow of the Royal College of Psychiatry. Author of 18 books, including Requisite Organization, 1996, Human Capability, 1994 (with K. Cason), and Executive Leadership, 1991 (with S. Clement).
Jaques served as a Major in the Canadian Army during WWII as liaison to the British Army War Officer Selection Board (WOSB). He remained in England after the war. He was a founding member of the Tavistock Institute of Human Relations but quickly found that the group dynamics approach did not accurately reflect the reality of managerial accountabilities.1 In 1964, he was invited, as Head of School, to develop the School of Social Sciences at Brunel University in London, and its Research Institute of Organizational Studies.
During his career, Jaques has been responsible for a series of major discoveries in the social sciences, contributing in a significant way to our understanding of human nature and social institutions. The most well known is his formulation of the mid-life crisis, but others with very significant implications include: -
a method for objectively measuring the complexity of work roles, that in turn made possible the discovery of the unexpected existence of universal norms of fair pay for work, which upturns our current assumptions about human greed in relation to pay; -
an objective understanding of the nature of human potential capability, and of its maturation throughout life from infancy through old age, that will change the basis of developmental psychology, and our approach to education; -
the detailed specifications of a range of different organizational systems for industry and commerce, public service, churches, schools and universities, hospitals, and the military, that are requisite in the sense that they provide both for efficient work and for socially healthy settings for human relationships and individual growth.
These developments and many others will make a substantial contribution to the betterment of society and its values. (See "On Leaving the Tavistock Institute". Human Relations, Vol. #51, No. 3, 1998, pp. 251-257).
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