The subject has gone out of fashion, because "effectiveness" is difficult to quantify, according to Cameron (management and organization, U. of Michigan); and yet it needs revivification, because the "health of the world's economy, indeed the health of civilization, rests on the extent to which organizations achieve and maintain effectiveness." This anthology collects 33 previously published articles that articulate the foundations of the study of organizational effectiveness, describe models, discuss measurement and methods, and offer fresh approaches. Early treatises (from the 1960s) discuss mechanistic and organic systems, and high-performing organizations in three environments. Among the models discussed are those organized around goals, system resources, internal congruence or efficiency, human relations, multiple constituencies, and paradox or competing values. The articles in the final section are devoted to alternative approaches, and they address such topics as the demise of organizational effectiveness studies, and foundations of a new effectiveness movement. Selections are reprinted in facsimile from such publications as Management Science, Administrative Science Quarterly, and Harvard Business Review. There is no index. Annotation ©2011 Book News, Inc., Portland, OR (booknews.com)