ISSN:0277-8556    

DOI:10.1002/npr.4040110202

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractAccording to a series of twenty case studies on office productivity and technology in major U.S. corporations, there is a significant lack of intellectual specialization among managers and professionals. Thai is, managers and professionals devote a relatively small fraction of their work time to management‐ and professional‐level work, and a relatively large fraction of their time to support and nonproductive tasks. In addition, the study found significant staffing imbalances throughout the cases: In nearly every office, there were more managers and professionals, and fewer support workers, than were required to perform the work cost‐effectively. An analysis of this situation suggests that a typical organization could reduce its annual office payroll costs by over 15 percent by calibrating its staffing mix and increasing the intellectual specialization of its office workers. Further, the apparent failure of massive corporate investments in office technology to achieve commensurate increases in white‐collar productivity is likely due, in large measure, to reductions in the intellectual specialization of office workers resulting from myopic staffing decisions. The article concludes with advice on measuring and tracking office productivity, developing a coherent office productivity strategy, and making office staffing and technology decisions.

ISSN:0277-8556    

DOI:10.1002/npr.4040110203

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractDeveloping measures for a finance function, or for any other process in a service organization, presents an interesting challenge in today's total quality environment. How does one measure the value of a tax opinion or a financial statement? Must all activities in so‐called‐white‐collar organizations be measured on specific, quantifiable data? Or is it possible to measure the value added by such groups in qualitative terms? This article addresses the issues revolving around both types of measures and offers some suggestions for those responsible for developing such measuremets.

ISSN:0277-8556    

DOI:10.1002/npr.4040110204

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractDespite the enormous amount of attention focused on customer service and quality improvement, only one in ten U.S. suppliers—manufacturers, distributors, and retailers—can successfully execute a strategy based on customer satisfaction. The rest suffer from inadequate logistics. Improving the logistics process—that is, the management of the flow of materials from the original raw material sources to the ultimate customers—is vital to organizational success.

ISSN:0277-8556    

DOI:10.1002/npr.4040110205

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractHow do you develop constancy of purpose for an entire community? How do you breakdown barriers between and develop cooperation among organizations? How do you go beyond organizational system optimization to community system optimization? How do you institute quality education in a community?The Erie Excellence Council (EEC), a Pennsylvania community quality council, initially is working to reach these goals by applying eight of Dr. W. Edwards Deming's 14 Points to education, transportation, government, communications, manufacturing, and service. Eventually all fourteen principles will be applied to these sectors.

ISSN:0277-8556    

DOI:10.1002/npr.4040110206

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractWith increasing competition from overseas producers, it is becoming increasingly clear that the only way for high‐wage nations like the United States to succeed is by producing quality products. To boost performance, organizations must implement a total quality process by reducing their bureaucracy and giving more authority to workers. Never‐ending and all‐encompassing, the road to the implementation of quality service depends on senior management commitment, which sets a compass course for the journey, though not a specific destination. The essence of ibis commitment is dedicated support of the total quality process, which means an enlightened adherence to a participative style of management and willingness to provide the necessary training. This article presents a case study of a job shop's progress along this road.

ISSN:0277-8556    

DOI:10.1002/npr.4040110207

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractA key issue confronting managers when designing employee involvement programs (EIPs) is membership status. This refers to whether the corporation requires employees to participate in an EIP or allows voluntary participation. Employees report that membership status is a key issue when designing an EIP, since it can send a powerful signal—positive or negative—concerning the potential benefits that can be derived from the program.To support this view, a series of research studies on the effects of membership status on employee performance are reviewed below. Drawing on extensive consulting experience; data acquired from thousands of interviews with employees, staff and management; and a few thousand questionnaire responses to surveys on EIP design and administration practices in American business, the author examines key arguments that support EIP voluntary membership policies. His discussion sheds light on a paradoxical issue concerning EIPs—namely, if EIP is the foundation to a firm's competitiveness and, in fact, to its very survival, then why is participation by employees in EIP voluntary in a large percentage of U.S. companies?

ISSN:0277-8556    

DOI:10.1002/npr.4040110208

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany present economic indicators portend tough times in the early 1990s. Companies are cutting excess internal and external fat to become lean and competitive. This particularly applies to external product and service suppliers. Those suppliers who survive and prosper in the competitive 1990s will have developed intensive and extensive quality management programs that emphasize customer satisfaction and continuous improvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040110209

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractEager to improve their products, market share, profits, and return on investment, U.S. firms are turning to quality management principles for help. Although leadership, worker motivation and participation, and quality systems are important, the design of experiments is the key to the magic kingdom of quality, for it has proven to be the best technique for solving quality problems.

ISSN:0277-8556    

DOI:10.1002/npr.4040110210

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractManagers who start out eager to establish a quality‐improvement program often lose interest when day‐to‐day business problems distract them from their long‐range goals. But as one Southern paper production company found out, it is possible to solve pressing business dilemmas without ignoring the implementation of quality objectives and measures. To do so, organizations must learn to exploit technological vendors' know‐bow, fine‐tune employee training, and carefully tailor job descriptions so that they stress quality and teamwork.

ISSN:0277-8556    

DOI:10.1002/npr.4040110211

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY