Introduction - Charles Heckscher and Lynda M Applegate
Defining the Post-Bureaucratic Type - Charles Heckscher
Teams, Performance, and Rewards - Anne Donnellon and Maureen Scully
Will the Post-Bureaucratic Organization Be a Post-Meritocratic Organization?
Cognitive Reapportionment - Benn R Konsynski and John J Sviokla
Rethinking the Location of Judgment in Managerial Decision Making
The Virtual Organization - Nitin Nohria and James Berkley
Bureaucracy, Technology, and the Implosion of Control
Transformational Processes - Charles Heckscher, Russell A Eisenstat, and Thomas J Rice
The Paradox of Quality Management - Janice A Klein
Commitment, Ownership, and Control
Bureaucracy - Frederick M Gordon
Can We Do Better? We Can Do Worse
Constraints on the Interactive Organization as an Ideal Type - David Krackhardt
Allen-Bradley¿s ICCG Case Study - Nitin Nohria and James D Berkley
A Commentary
Lakeville Chemical Plant - Charles Heckscher

What is wrong with bureaucracy? What does the post-bureaucratic organization offer in the way of improvement? These and other such questions are addressed in this volume which critically examines the implications of the transformation of organizations from bureaucratic to post-bureaucratic.

Beginning with a definition of the 'ideal' post-bureaucratic organization, the book then critiques some of the fundamental assumptions of bureaucratic organizations such as, the ethic of individual merit, decision-making roles and coordinated effort. It also analyzes the process of change from bureaucracy to post-bureaucracy and three alternative approaches to bureaucracy. The book concludes with case studies which illustrate both the strengths and weaknesses of post-bureaucratic organizations.