ISSN:0277-8556    

DOI:10.1002/npr.4040100202

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractAs EC‐92 approaches, Denmark, Italy, Japan, Scotland, and the United States will all be potential producers for this huge market. A questionnaire survey was sent to a wide variety of types and sizes of firms in these five countries, to explore their managers' perceptions of company identity, productivity/quality improvement, and the labor‐management relations environment. Survey results indicate that the Japanese regard the employee as the strongest stakeholder while the Europeans and Americans decidedly claim the customer, followed closely by the owners. The Japanese, but not the Europeans or the Americans, reflect a very strong belief that the firm's prosperity is related to improvements in their own lives. In Japan, unions are excellent partners with management in corporate communications, participative management, and productivity improvement. This partnership environment among the Europeans and Americans reflects a lower level of harmony and understanding. However, there is a rising optimism for improved labor‐management cooperative relationships in Denmark, Italy, Scotland, and the United States, as the decade of the nineties generates increased competition in the world marketplace.

ISSN:0277-8556    

DOI:10.1002/npr.4040100203

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractDespite increased participation in international markets, poor performance and failure rates of US. expatriate managers remain high. Major factors contributing to failure include a manager's inability to adjust to the job, inability to adjust to the new culture, or a manger's spouse and family's inability to adjust to the new assignment. Strategies to improve expatriate productivity include organizational support in the form of improved job training, cultural and language training, predeparture and postarrival mentoring, and health and stress‐reduction training. This support should also be extended to the spouse and other family members.

ISSN:0277-8556    

DOI:10.1002/npr.4040100204

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractCompanies are recognizing that to be successful they have to compete in the “global marketplace.” Identifying new market opportunities, evaluating international manufacturing and sourcing alternatives, and analyzing the profitability of sub‐business units are fundamental to taking advantage of the changes taking place.The significant risk companies must address is the qualify of the information they are using to make decisions. We are all aware of the phrase: “Garbage in, garbage out.” The truth is that many accounting systems are not designed to provide information to answer the questions managers face in today's market. Worse, the information is still used and catastrophic decisions are made because the accounting information indicates it is the smart thing to do.This article describes some of the risks of existing cost information. The article also provides a case example to highlight the risks of using your existing accounting system to make international decisions, as well as the opportunities and value that quality management accounting information can provide.

ISSN:0277-8556    

DOI:10.1002/npr.4040100205

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractAlthough there has been increasing attention given to improving service productivity and quality, the focus has been spotty and fragmented, with the greatest emphasis in Europe. Productivity improvement is much more difficult to assess and promote in service industries than it is in manufacturing because of the lack of standards, targets, and measurable parameters, and the need to deal with service as viewed from the customer's perspective. New developments in service quality standards are helping to provide a standard base for improving service productivity.

ISSN:0277-8556    

DOI:10.1002/npr.4040100206

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractDo different cultures have diffrent thinking preference? Are German engineers in Germany more left‐brained than their Asian or American counterparts? Are Japanese managers take risk than American managers?The Herrmann Brain Dominance Inrtrument (HBDI), a pencil and paper assessment tool that measures bemispberic preference, has been translated into several foreign languages and is just beginning to be used in other countries. This article takes a brief look at some recent preliminary findings.

ISSN:0277-8556    

DOI:10.1002/npr.4040100207

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractThe failure of government productivity efforts to improve the quality of public service bas prompted calls for the complete overhaul of management procedures. Increasingly, elected and appointed officials recognize that productivity enhancement efforts alone do not lead to improved service quality. Past government efforts have proven to be ineffective in motivating employees to continually improve quality. Total Quality Management (TQM) is a theory‐based option that allows public managers to reward truly exceptional individual performance, yet increase the capacity for agency‐wide cooperation and process improvement. The current interest in applying TQM techniques to public services provides a promising model for launching a Total Quality Management (TQM) improvement strategy for the American public sector at all levels. This article examines the origins of TQM, describes bow the philosophies of leading quality theorists apply to the public sector, suggests ways to overcome barriers to implementation, and presents a brief overview of current Federal government total quality improvement efforts.

ISSN:0277-8556    

DOI:10.1002/npr.4040100208

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractDistribution effectiveness, both direct and indirect, is frequently overlooked when organizations look for ways to improve overall performance and productivity. Current trends toward indirect channel sales and declining sales‐force productivity imply that improving distribution effectiveness will be apriority in the 1990s. This article discusses tools for setting productivity‐improvement targets and methods for achieving them in both indirect channels and direct sales forces.

ISSN:0277-8556    

DOI:10.1002/npr.4040100209

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractA firm's vision should clearly direct how both organizational resources and individual time are to be employed. This article examines how organizational alignment—a system in which all missions closely connect to fulfill the vision—breaches bureaucratic barriers to create common purpose. Through it, measures that can focus effort and speed up work form passageways to continuous improvement. People spend more time doing value‐added work and enjoying it more, which in turn produces a surge in gains.

ISSN:0277-8556    

DOI:10.1002/npr.4040100210

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040100211

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY