摘要:

SUMMARYIt is often said that success in today's competitive environment depends on the acquisition and application of sound, relevant knowledge. This paper introduces two management science approaches that have been used for the effective management of knowledge, towards the development of strategy, planning and decision making, in a wide range of organizational settings. Both approaches make use of computer technology to provide a flexible and interactive environment incorporating a visual representation of the problem. The paper briefly describes each approach, together with a case study illustrating its use in practice. A number of common themes relevant to the management of knowledge are identified and discussed. The themes highlight the benefits which arise through the use of computer technology alongside a number of issues relevant to the management of the group process.

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00168.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

SUMMARYThis paper examines the relatively unexplored area of underachievement in organization change programmes, where the original ambitions of the authors of change fail to be realized at the level of implementation. A case in point is the British Civil Service which after several years of government endeavour has not seen the large‐scale, ‘second order’ change that had been expected. The paper offers a cultural perspective on this issue. Using the findings from an in‐depth, ethnographic study of one of the newly formed agencies within the civil service, it argues that attempts at change can be frustrated by a ‘cultural infrastructure’ at the local level which acts to neutralize any attempt to change from above ‐ in relative power terms a case of David defeating Goliath. This structure is a social defence against the anxieties and ambiguities brought about by the threat of impending change, and is manifested not as resistance, or even avoidance, but disregard and unstudied indifference. These local cultural orientations are the cause of ‘schematic myopia’ (Harris, 1989) or collective blindness, which prevent those affected from recognizing the significance of a major change initiative. An examination of these cultural processes reveals the inherent weaknesses and limitations of one of the most ubiquitous of change models to be found in organizations today: the top‐down, ‘invasionar

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00169.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

SUMMARYA class of decisions, asset mix decisions made by pension fund managers, which exhibit characteristics of both programmed and strategic choices is examined in this paper. The decisions are classified using the scheme developed by Mintzberget al., (1976) to highlight the circumstances under which strategic decisions may be programmed. The types of strategic decisions which lend themselves to programming are considered. The advantages and disadvantages of programming strategic decisions are also discussed.

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00170.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

SUMMARYManagers and quality practitioners are familiar with the linkage of the words quality and systems to denote a systematic approach to quality, as inBS5750 Quality Systems, say. There is, however, a more specialized use of the word systems that indicates the application of systems thinking and which gives rise to the adjective systemic (of, or pertaining to a system) rather than systematic (carrying out in a planned and orderly fashion). This paper examines the potential for applying systems thinking to the management of quality with particular reference to one branch of systems work: the study of failures. The paper draws comparisons between quality and systems analysis of failures and points out that some failures could equally well be described as quality problems andvice versa.The paper argues that problems at the system level are frequently overlooked or avoided by those undertaking quality improvement programmes, partly because individuals within an organization may experience only different, smaller aspects of a systemic problem and partly because the problem solvers may lack the means or motivation to tackle complex, poorly defined problem messes. It then goes on to suggest that use of a meta–method for problem analysis would enable such problems to be addressed. One such method that has been widely applied in the study of failures, the failures method, is described in detail and its application to a failure/quality problem is outline

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00171.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

SUMMARYThe loss of control associated with accidents and disasters can have severe negative consequences for the organizations involved. Some disasters are caused by inadequacies of management, or by unprofessional behaviour but others arise when disaster preconditions are generated as a result of the normal functioning of larger managerial and technical systems. During the incubation period preceding a major incident, therefore, two levels of correction need to be considered to avoid disasters. ‘Sloppy management’ of various kinds can be tackled by establishing, strengthening and asserting appropriate forms of management control. The system properties which constitute disaster preconditions are less immediately accessible to management control. At both levels managers in pursuit of high reliability should expect to have to make a range of trade

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00172.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

SUMMARYThis paper assesses the reasons for the success or failure of manufacturing resource planning (MRPII) implementation projects. It begins by discussing the literature and research on success and failure of these systems and presents evidence from cases prepared by the authors. The paper is not concerned to prescribe ‘best practice’ for MRP implementation. The first section reviews the relevant literature and concludes that there is a divergence of opinion as to what constitutes success, raising questions on the usefulness of current methods of establishing whether implementation is successful. The latter section of the paper uses results from longitudinal (process) research carried out by the authors. This starts with a discussion of what counts for success. The discussion highlights the importance of understanding the full potential of MRPII in effecting change of organizational structures, cultures and practice. Several factors that contribute towards MRPII failure are next considered. Finally,‘big bang’style implementations, such as those recommended by the Ollie Wight organization, are most likely to be successful if the organization follows a strategic approach to planning. There also needs to be a high degree of fit between organizational structure, culture and the demands of the MRPII

ISSN:1045-3172    

DOI:10.1111/j.1467-8551.1994.tb00173.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY