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Blends the teachings of a university faculty member with the operation of a large company manager into a robust system for increasing productivity. This 1992 study focuses on a robust process of enhanced communications and employee involvement. Results were increased productivity and employee satisfaction. The process involves negotiating: expectations, objectives, levels of performance, and pay for performance. Results for the first year of operation from the process yielded a 40 per cent productivity gain in a segment of an established Fortune 100 company.

Introduces a model that displays the value which various organizational levels bring to the enterprise. Demonstrates why middle management has been the most prevalent target of downsizing. Hypothesizes that other bureaucratic functions will also fall unless they change their functional paradigms. Suggests that the non‐value‐added functions must change or face extinction.