"Ad-hoc-ra-cy": any form of organization that cuts across normal bureaucratic lines to capture opportunities, solve problems and get results. In this era of accelerating change, the people, organizations and even national economies most likely to succeed are those with the ability to adjust and adapt. According to Robert Waterman Jr, co-author of "In Search of Excellence", innovation has to become a way of life in organizations large and small. What they need is an environment that fosters the effective use of the ad hoc, problem-solving work groups outside the normal bureaucracy that so often stifles initiative. Drawing on 25 years' experience in management consulting, Waterman offers clear instructions on how to establish adhocracy and make it work. He is also the author of "The Renewal Factor" and "In Search of Excellence".
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Robert H. Waterman Jr. is author of The Renewal Factor: How the Best Get and Keep the Competitive Edge and coauthor of the New York Times bestseller In Search of Excellence: Lessons from America's Best-Run Companies.
Waterman ( The Renewal Factor, etc.) defines adhocracy as an "organizational form that challenges the bureaucracy in order to embrace the new." The author, who worked in Japan, claims in this clear and concise study that well-led ad hoc project teams and task forces are the most effective means of bringing about change. The companies that practice adhocracy are Hewlett Packard, Ford, General Electric and McKinsey. By way of example, Waterman cites the swift execution by Chevron of its 1984 merger with Gulf--involving 37 project teams operating across the globe. Team members working under a project leader who is selected for skill in processing rather than for special expertise, the author stresses, should represent disparate parts of the company and include agents and clients. Above all, he emphasizes the need for strong executive interaction and support with the ability to manage adhocracy "in tandem with bureaucracy."
Copyright 1992 Reed Business Information, Inc.
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