摘要:

Abstract“Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful.”—Samuel Johnson (1709–1784).

ISSN:0277-8556    

DOI:10.1002/npr.4040150202

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractOrganizations riddled by inefficient and wasteful processes need help in improving their situation. In the recent past, that help has come in the form of reengineering programs. But as this article shows, reengineering isnotalways the answer—and can even exacerbate underlying problems. There are, however, other ways to improve organizational processes and ensure long‐term success. The key lies in results‐driven process redesign.

ISSN:0277-8556    

DOI:10.1002/npr.4040150203

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractPublic organizations are in need of change. Citizens and their elected representatives are demanding higher accountability and better services at lower costs. In studying the participants of a leadership academy at a large state university, the authors show that transformational leadership attitudes can be transferred to create change agents in complex multifaceted public‐sector environments.

ISSN:0277-8556    

DOI:10.1002/npr.4040150204

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

Abstract“Navigation is the science of determining the position of a ship, aircraft, or guided missile, and charting a course for guiding the craft safely and expeditiously from one point to another,” according to the Encarta Encyclopedia's definition. And so it is with organizations—or, rather, it should be. For the basic yet crucial concepts of navigation are often missing from the corporate lexicon. But with hoshin management—a technique that links daily business activities with strategic objectives—that is changing. A number of world‐class organizations, such as Hewlett‐Packard, Intel, Milliken, Texas Instruments, Zytec, and Procter&Gamble, are using this relatively new management system to steer their organizations toward success.

ISSN:0277-8556    

DOI:10.1002/npr.4040150205

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMore and more organizations are beginning to realize that traditional organizational structures inhibit productivity because they do not consider the cross‐functional way in which work actually gets done. They attempt to reorganize, often in teams, but in many cases leaders and managers do not know what kind of infrastructure they'll need—that is, they 're not sure how many teams to form or how those teams should be integrated with the existing organizational structure.U.S. Department of the Navy organizations have found that they are able to improve productivity by establishing cross‐functional teams to manage and improve the core processes that most affect external customers and mission performance. This article describes a method for identifying primary customers, products, and core processes around which to structure process improvement teams. It also offers a practical step‐by‐step guide to assist the senior team of any organization—public or private—to meet its team‐building objectives and, ultimately, its productivity goals.

ISSN:0277-8556    

DOI:10.1002/npr.4040150206

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractFor many companies, improving quality standards and keeping customers satisfied are key concerns in maintaining a competitive position in the marketplace. But these intangible goals often can be difficult to achieve in practice. For the Hampton Inn hotel chain, the solution has come in the form of an innovative customer satisfaction guarantee, which not only helps the company ensure quality and satisfaction on an ongoing basis, but also makes definite contributions to the bottom line.

ISSN:0277-8556    

DOI:10.1002/npr.4040150207

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractBanking was once considered among the most stable industries. But then came the 1980s, the savings and loan debacle, and the years of corporate downsizing and restructuring. Today, change is the name of the game in banking as it is in virtually every industry. Mergers, acquisitions, and restructurings continue to be headline news, particularly with the ascendancy of “megabanks” in many pans of the country.To position themselves for long‐term marketplace success, some banks, particularly smaller but highly profitable regional financial institutions, are getting smart. They're reinventing themselves in an effort to become more efficient, reduce work process redundancies, make strategic use of new technologies, and better meet‐and anticipate—the changing needs of their customers. But managing organization change is a complex process. It requires the careful alignment and “harmonizing” of internal organizational elements to be successful.This article details how Premier Bank of Louisiana (recently acquired by Banc One of Ohio) developed a successful formula for reengineering based on the strong, hands‐on championing of change by its CEO and an overall approach that focused on creating “cascading sponsorship” for change efforts inside the organization.

ISSN:0277-8556    

DOI:10.1002/npr.4040150208

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe most successful organizations know that if they are to remain industry leaders, they must continually look for ways to motivate employees to streamline processes and eliminate inefficiencies. Through a program called Winning Together, which links goal‐setting, communications, and rewards, the plants of AlliedSignal's Engineered Materials businesses are making problem solving every employee's priority. By explaining measures of business success and sharing performance data with employees, the program enables employees to make informed decisions to improve production processes. In the end, the employees and their facility—and ultimately their customers and the overall organization—come out winners.

ISSN:0277-8556    

DOI:10.1002/npr.4040150209

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn the past, premier hotels could ensure capacity bookings, and, thus, stay ahead of the competition merely by offering plush accommodations. In the 1990s, however, the hospitality industry is finding that more and more customers decide where they want to stay based on quality issues and even subjective relationships. To deliver the satisfaction and value demanded by customers while meeting its profitability goals, ANA Hotel San Francisco implemented a quality improvement training program that carefully balances the customer's point of view with the hotel's strategic planning needs.

ISSN:0277-8556    

DOI:10.1002/npr.4040150210

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractCompanies with an eye toward the future know that they must study the past, examining previous successes and failures to prevent problems and improve performance. Determined to enhance its reputation for customer satisfaction, Kent‐Moore carefully reviewed its processes and found specific areas for improvement. As this article explains, the company's customers were not the only ones to benefit from its forward‐thinking efforts to enhance the efficacy of its operations.

ISSN:0277-8556    

DOI:10.1002/npr.4040150211

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY