ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918640

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918641

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

Operational definitions of management, management transformation, culture, and cultural change are presented and then applied to the development of a“mechanics”of cultural change. Overcoming personal, addictive, habitual attitudes and behaviors is identified as the cornerstone of cultural change. Enabling people to change is presented as an alternative to directing or guiding them to change. Three disciplines of knowledge, studied and applied at three levels of analysis, are combined into a pincer envelopment strategy for accomplishing management transformation. The roles of various physical, natural, and behavioral disciplines are examined, and a summary of an embryonic emerging theory and mechanics of cultural change and management transformation is presented. Sixteen assumptions that form the foundation of the author's perspective are given.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918642

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

Thirty companies that either applied for the Malcolm Baldrige National Quality Award or were known to actively practice total quality management (TQM) were surveyed by telephone and telefax. Data were obtained regarding their employees' revenues, supervision, incentive systems, relationships with suppliers and other organizations, number of problem-solving teams, and participation in the strategic planning process. These data were obtained for the period of time prior to their initiation of TQM efforts and for their current status. The findings were that adoption of TQM led to (1) flatter organizations and larger spans of control in supervision; (2) an increase in organizational liaison devices in the form of cross-functional problem-solving teams; (3) a decease in size measured by number of employees with an increase in output measured by revenues; (4) an incentive systems shift in emphasis from individual to group reward; (5) more frequent involvement in the planning process by lower-level employees; and (6) more-permeable organizational boundaries.Despite limitations on the data, it was felt that the findings were useful both for benchmarking and policy purposes.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918643

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

The way a company organizes for quality defends both on the complexity of the company and whether its quality philosophy is one of quality assurance (QA) or quality improvement (QI). Fora small business with a QA philosophy, it is probably best to have a strong QA department that performs all inspection and test. If a small business has a QI philosophy, it is best for inspection and test to be performed by the manufacturing department. The quality department should be mainly responsible for obtaining, analyzing, and publishing quality data. There should also be a multifunctional QI board, chaired by a senior department head, but not the quality manager.Multidivisional companies with a QA philosophy are discussed only briefly because most corporate quality programs follow a QI philosophy. For the latter, a successful approach must have at least a 10-year time scale. Alternatives are to have a corporate QI board chaired by the chief executive or other senior executive as his or her delegate, or a company quality manager leading a small corporate quality department, or both. It is helpful to have staff quality positions in company subsidiaries and to use quality councils to ensure that the quality managers at all levels apply a consistent company quality philosophy.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918644

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

Some quality management authors argue that performance evaluation and reward practices, such as merit pay, represent a deadly disease and should be purged from the earth. Many of these same practices are generally seen as key elements of effective management by traditional human resource management (HRM) specialists. The basis of this conflict is discussed, and a set of performance appraisal and reward practices consistent with total quality practices are presented.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918645

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

The academic literature reflects remarkably little effort to understand total quality management (TQM) implementation. In this article, the factors that enhance and those that impede quality improvement efforts are phenomenologically assessed. Information drawn from in-depth interviews with 54 corporate quality executives from a broad spectrum of manufacturing and service organizations is used. The findings are summarized in the form of a comparison between quality starters, that is, companies just starting quality improvement efforts, and quality advancers, that is, companies well advanced in TQM implementation. Managerial implications of this research are discussed.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918646

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

The shift of the Russian economy toward a market-oriented approach has led to an increasing awareness of Russian product quality problems. To help understand these problems, this article presents the results of a study comparing product quality practices in Russian and American factories. Comparing the results between countries has identified several interesting findings about Russian quality practices. Results from the study indicate that Russian quality problems stem from the way quality is managed at the factories. One reason for this problem is the relative priority that quality receives at Russian factories. Russian factories place more emphasis on schedules and costs and less on quality than U.S. factories. Another reason for the Russian quality problem appears to be a function of the types of techniques used to ensure quality. Results from the study show that Russian quality techniques do not provide workers with control over product quality. Adopting quality techniques that enable workers to assess quality performance will improve Russian workers' control and should improve Russian product quality.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918647

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

摘要:

Certification of quality systems against standards such as the ISO 9000 series is increasingly seen in Europe. Many European companies expect that once they have achieved certification, their customers will automatically accept this as infallible evidence that they are the best supplier to meet the customer's expectations. Other companies are now implementing total quality management as a new management philosophy for quality and productivity improvement. A large number of methodologies have been developed in the last decades with greater employee involvement. This article focuses on the current situation in Europe.

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918648

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1994.11918649

出版商:Taylor&Francis    

年代:1994

数据来源: Taylor