ISSN:0277-8556    

DOI:10.1002/npr.4040160202

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractThe most popular current management programs have often been proven inadequate at preventing and correcting organizational decline and failure. Meanwhile, the risks of sudden, sharp downturns or failures are increasing. What can organizations do to ensure sustained high performance?A multiyear study of some 600 organizations revealed a number of lessons and best practices that can help prevent significant declines and help managers obtain superior financial outcomes. This article examines those practices and offers a self‐assessment instrument to help managers effectively devise a winning gameplan for the future.

ISSN:0277-8556    

DOI:10.1002/npr.4040160203

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractAlthough most organizations realize the value of organizing employees into productive work teams, they also know that, in so doing, they cannot abdicate their responsibilities as managers and leaders. But what does this mean in terms of day‐to‐day managerial performance and strategy? As this case study shows, organizations reap the most benefits from empowered work teams not by expertly managing them, but by taking the time and making the effort to teach them to properly manage themselves.

ISSN:0277-8556    

DOI:10.1002/npr.4040160204

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractOften a component of reengineering programs designed to achieve dramatic organizational improvements, downsizing can result in loss of talent and morale and, thereby, constrain economic performance. This article details the downside of downsizing and illustrates the vicious cycle of staff cuts and poor performance within which even the most well‐intentioned organizations can find themselves trapped.

ISSN:0277-8556    

DOI:10.1002/npr.4040160205

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractWorkplace culture has taken on a pivotal significance. Yet, it is too easily treated as though it were an interchangeable part in a machine. This has resulted in mass confusion, some bitterness, failed strategies, and misspent assets. Because workplace culture is slow to acknowledge, assimilate, and adapt to necessary changes, managers are often tempted to maintain the status quo, thereby causing little surface disruption—and leaving the organization vulnerable to the competition and incapable of meeting the challenges of the global marketThis article illustrates how three dominant workplace cultures have evolved in the American workplace and offers a detailed picture of their content and character, along with the consequences of their development. It also suggests some steps that might ease the transition to a more appropriate workplace culture and urges senior managers to become more deeply involved in cultural change issues that relate to work, workers, and the new workplace.

ISSN:0277-8556    

DOI:10.1002/npr.4040160206

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIncreasingly, organizations are discovering that quality management is more about cultural change than it is about any specific practices. The culture and its fundamental values provide the context for behavior at all levels of the organization. But what are the cultural values that support quality management behaviors? This article answers that question by exploring six values that naturally emerge once business leaders learn to view their organization as a system. The culture chat ultimately stems from these values fosters teamwork, continuous improvement, and customer satisfaction, and results in a growing, profitable environment.

ISSN:0277-8556    

DOI:10.1002/npr.4040160207

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractProductivity gains are key to improving customer satisfaction, market‐share growth, and financial performance. For this reason, world‐class companies do more than simply pursue incremental productivity improvements. Rather, they design improvement programs that accelerate the rate at which productivity gains are made. Between 1992 and 1995. Howmet Corporation of Greenwich, Connecticut, improved productivity at a rate of 6 percent per year. In 1996, however, the rate of annual improvement jumped to 12 percent. A comprehensive reengineering of the company, with one year for planning and three years for executing phase one on a companywide basis, set the stage for the dramatic acceleration in productivity improvement now occurring in phase two.

ISSN:0277-8556    

DOI:10.1002/npr.4040160208

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractAlthough management and labor are often viewed as being at odds, more and more of the leaders of those two camps are recognizing the rewards to be reaped by working together. As this article explains, managers and union leaders must learn to look beyond their traditional roles to create a supportive work environment that enhances not only profitability and job satisfaction but also mutual respect.

ISSN:0277-8556    

DOI:10.1002/npr.4040160209

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractWith today's emphasis on crossfunctional teams, natural work groups, and continuous improvement task forces, companies must learn to formally plan and review the activities of these emerging horizontal organizations. The traditional command‐and‐control structures had their teams, but they were vertical. Employees belonged to the sales team or the internal audit team, and the boss was responsible for managing the team. Now, with the growing evolution of networking across departmental boundaries, team meeting skills are vital to the success of the teams and their organizations. This article outlines the self‐discipline required for teams when they've been granted decision‐making authority.

ISSN:0277-8556    

DOI:10.1002/npr.4040160210

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractCan training produce a fundamental change in the way a global organization does business? Based on a longitudinal study of their Total Quality Leadership implementation efforts, the Department of the Navy has found the answer to be an unequivocal „Yes!”︁ This article details the method used to collect and analyze training evaluation data and summarizes the answers to a multitude of questions about training effectiveness.

ISSN:0277-8556    

DOI:10.1002/npr.4040160211

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY