Requisite Organisation

Citation

Long, T. (1998), "Requisite Organisation", Journal of Management Development, Vol. 17 No. 3, pp. 233-234. https://doi.org/10.1108/jmd.1998.17.3.233.1

The sub‐title of this book is “A total system for effective managerial organisation and managerial leadership for the 21st century”. It is essentially a compendium of interrelated applied concepts around the importance of organisational structure.

The title, Requisite Organisation, is based on the author’s belief in the importance of the organisation as the basis for managerial leadership ‐ “Get the organisation right and the people and managers who give leadership to them will be enabled to work together in full collaboration and with constructive mutual trust” (p. 2). It purports that requisite organisation releases human potential for business effectiveness.

The author suggests we have never really understood organisation, and the way it needs to be to get work done most effectively. He suggests we do not need a new type of organisation but to understand organisations as “managerial accountability hierarchies” (MAHs). The book centres on principles for the development of MAHs which maximise effectiveness.

The book is structured into 137 two‐page summaries of these principles under five parts, which include: Human capability; Organisational structure; and Managerial leadership. Each summary contains mainly bullet‐point or very focused notes around the idea and its application. Subjects of summaries include such diverse areas as, for example, Release of individual potential; Stratified systems theory; Problem complexity; Leadership; Mentoring and career development; and Mergers, acquisitions and restructuring.

A “scientific” approach is taken. Conceptual notions underpin applied propositions. There is generally little discussion and therefore little explanation behind the depth of creative and critical analytical thinking which the author is seeking to convey. For this reason, and agreeing with the author’s suggestion that readers may not find the book easy going, summaries often require concentrated effort to build links with the reality of day‐to‐day work.

The author promises a comprehensive, unified system of principles, concepts and procedures, and he covers a great many issues. Movement through the book is logical; however, it would benefit from stronger cohesion, which would help the reader to develop a more integrated understanding of the issues themselves and their interrelationship.

This book contains many thought‐provoking issues, re‐framing many of the established notions of organisation, and helping the reader to consider creative ways of developing effectiveness. It is a reference book rather than a reader and would appeal to the consultant or manager who wants a different angle on a wide range of organisational dynamics.