ISSN:0277-8556    

DOI:10.1002/npr.4040150102

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractWhether they realize it or not, most organizations today are in an old‐fashioned footrace. If they look to either side of them, their closest competitors are typically implementing the same strategies and operational initiatives. The organization that will win the race will be able to do three things better than its competitors: (1) quickly recognize changes in the demands that the market imposes on it; (2) be flexible enough to respond and even shape those marketplace changes; and (3) understand its own capabilities relative to marketplace demands. To accomplish those goals, it must become a learning organization. This article explains how.

ISSN:0277-8556    

DOI:10.1002/npr.4040150103

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractExperience shows that processes can be creatively reengineered by the very people involved day‐to‐day in those processes. The key is creating an environment in which those participating in business process reengineering (BPR) feel encouraged to take appropriate risks and to experiment with new ways of behaving as well as organizing work. As the two case studies presented in this article show, you don't have to blow up a process, and the people along with it, and start with a clean sheet of paper to design and implement radical performance improvements.

ISSN:0277-8556    

DOI:10.1002/npr.4040150104

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractFrom the time you were born you recognized nonverbal communications, even before you learned to speak. The pleasant tone of a voice or the smile on mother's face meant your world was okay. Nonverbal language is such apart of our everyday communications that we seldom take notice of it. But it is in our long‐term business interest to do so. Within the next ten years, over 90 percent of all firms will be adopting practices such as people empowerment, focus teams, and flattened organizations. Effective communication is the key to making these processes work. As leaders in these present and future organizations, we must developallour communication skills.

ISSN:0277-8556    

DOI:10.1002/npr.4040150105

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractFederal Lands Highway (FLH), a unit of the federal Highway Administration, provides highway engineering services to federal land managing agencies to build America's scenic highways. Since 1988, FLH has been systematically implementing total quality management (TQM). A key component of that effort has been its partnering initiative. This has been used to reduce the traditional adversarial relationship between FLH and its contractors by allowing them to jointly discuss and reach mutual agreement on the overall goals of projects before disputes arise. Since costs are reduced and disputes avoided through such arrangements, partnering is a technique that all public‐sector contract administrators should take under serious consideration.

ISSN:0277-8556    

DOI:10.1002/npr.4040150106

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractHow can a company that is in the business of providing transportation and logistics solutions add value to the services it provides its customers? For Ryder System, Inc., the answer was found in process reengineering. This article details Ryder's ongoing reengineering effort, which began with a rethinking of its view of the market and a readjustment of the company's strategic focus. It also discusses the progress made and pitfalls encountered thus far, shedding special insight into the roles of leadership and corporate culture in fundamentally transforming an organization.

ISSN:0277-8556    

DOI:10.1002/npr.4040150107

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractCustomer‐driven quality must focus on the aspects of product and service that have a positive and significant impact on the bottom line. That is the lesson that Amoco Corporation learned from the major organizational change that has shaped it since 1988. This article details the quality principles that the organization used to achieve its overall strategic objectives and explains how customer research data can be used as a tool to change systems, allocate scarce resources, and improve profitability.

ISSN:0277-8556    

DOI:10.1002/npr.4040150108

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractWhen it comes to the wholesale distribution of perishable items, timely and accurate information regarding sales, inventories, and warranties is critical. In such a setting, a well‐implemented quality control information system (QCIS) can ensure not only growth, but also survival. This article describes the components of the QCIS at Ark‐La‐Tex Aquatics and how the new system enhanced project teamwork and systems‐level thinking.

ISSN:0277-8556    

DOI:10.1002/npr.4040150109

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractOrganizations that implement quality‐improvement programs often look to quality award programs for guidance on the implementation of their effort and feedback on its success. But how do they decide which prize they should pursue? And more important, does entering a quality award contest make good business sense? This article discusses the potential benefits and possible costs of participating in a quality award program and outlines the factors that managers should consider before doing so.

ISSN:0277-8556    

DOI:10.1002/npr.4040150110

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIt seems that every organizational consultant, if not every person just down the hall, hasthesolution for creating a high‐performance organization. Paragon Trade Brands charted a course to achieve such an organizational goal by using various nontraditional core processes that were developed internally. This article focuses on how this program was created and its evolution through implementation and ongoing maintenance. The simplicity of what is presented should not be interpreted as being easy to accomplish. But most organizations that are committed to creating a high‐performance culture can do so by identifying their core processes and dedicating implementation resources in a timely, open manner.

ISSN:0277-8556    

DOI:10.1002/npr.4040150111

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY