摘要:

Abstract“Export anything to a friendly country, except American management”.“Unemployment is not inevitable…it is created by management”.“American management has fallen into the hands of financers and lawyers—paper entrepreneurs”.

ISSN:0277-8556    

DOI:10.1002/npr.4040130202

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130203

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130204

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIf combined in a line entry, outsource, contract, and temporary work would be the largest element of many private and public organizations' operating statements. These type of employment arrangements are among the fastest growing portions of the workforce, now representing about one in every five workers. Yet despite its growth, outsourcing is frequently poorly controlled, high in cost, and a drain on quality and service performance. Outsourcing can, however, be successfully managed. This article illustrates the philosophies that managers must adopt and the steps they must take to help turn outsourcing into a competitive advantage for their organizations.

ISSN:0277-8556    

DOI:10.1002/npr.4040130205

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractSeeking to improve their performance and product and/or service quality, many organizations focus exclusively on tactical quality issues. This is often done at the expense of the fundamental strategic direction of the organization. To avoid the mediocre results that sometimes stem from such poorly conceived total quality management programs, managers must learn to design, implement, and evaluate a strategic quality management effort.

ISSN:0277-8556    

DOI:10.1002/npr.4040130206

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThis article examines the Minnesota Pollution Control Agency's total quality management program. The agency, which has an annual budget of $84 million and a staff of 740, has chosen to implement its program in a unique way. It is eschewing quality circles and massive training efforts in order to rebuild its strategic planning processes.

ISSN:0277-8556    

DOI:10.1002/npr.4040130207

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThis article details the recent history of CIGNA's Property&Casualty Division and its restructuring efforts intended to better identify and serve its external customers. The Loss Control Services (LCS) organization is a strong example of one of the division's internal service providers. The article explains loss control services within an insurance operation, then outlines CIGNA'S LCS efforts to keep pace with change and to continually improve for the benefit of its internal—and ultimately, CIGNA's external—customers.

ISSN:0277-8556    

DOI:10.1002/npr.4040130208

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractA positive union‐management relationship can be a major driver for organizational improvement. Too often the quality of this relationship is sidestepped or ignored. When establishing total quality or participative management programs in unionized workplaces, organizational management often assumes that the programs will work well, that this will be obvious to everyone, and that, therefore, the union will go along. None of these three assumptions is necessarily true. Just as other important changes in the organization need to be addressed head‐on, so too does the challenge of developing the best possible union‐management relationship while driving the organization toward quality improvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040130209

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractStripped of all jargon, TQM programs can flourish only when senior management is involved in the continuous improvement process and the process is inextricably tied to the company's strategy. Over the past several years, Quaker Chemical Corporation has taken very important first steps to realize these aims. A i this juncture, the firm characterizes its efforts as being “at the end of the beginning” of a never‐ending journey.

ISSN:0277-8556    

DOI:10.1002/npr.4040130210

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractHow are you measuring performance? Are you measuring the right things? The three case studies presented here measure leadership performance, focusing specifically on productivity. The message is twofold. First, performance criteria can be standardized for both management and staff. The difference is in what and how it is measured. Second, productivity— in terms of knowing the processes or steps, and using techniques such as simplicity—is neither well‐understood nor included as part of most performance measures.

ISSN:0277-8556    

DOI:10.1002/npr.4040130211

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY