bluuebunny/crossref_metadata_2025 huggingface dataset:
Dead Man – an encounter with the unknown past
Authors: Pelzer Peter
Published: July 2002

Jim Jarmusch’s feature film Dead Man, apparently a Western, exceeds the genre’s traditional boundaries and shows ambivalence, unclear roles in an environment existing between the times of the nation’s founding and the success of civilisation. It shows a world in transformation where change is happening, not managed. The film is a provocation for adherents to traditional Western movies. But a closer look at this world offers a surprising insight into a dynamic involved in change processes that also occur after mergers or take‐overs in contemporary business organisations. The charm in using the film as a metaphor is at least two‐fold. The interpretation with the help of Lyotard and Baudrillard shows a double edged dynamic where the successful new owner after a take‐over is not necessarily in charge of the game. Beyond that the use of a movie from outside the mainstream offers a non‐mainstream argument inside the core of a mainstream management topic.
Managing the Environmental Change Process: Barriers and Opportunities
Authors: Post James E. , Altma Barbara W.
Published: July 2002

Organizations face formidable obstacles to the institutionalization of
environmental management programmes. Longitudinal studies show that
companies face two major types of barriers to change: industry‐specific
barriers, which affect all organizations in a line of business; and
organizational barriers, which are not specific to environmental
problems, but may impede a company′s capacity to deal with any form of
change. Evidence shows that these barriers can be overcome through
effective environmental management programmes. Argues that by overcoming
these barriers, organizations can move along an environmental
performance curve, consisting of phases involving adjustment to
regulatory and market realities; adaptation and anticipation of emerging
issues; and innovation in achieving economically and environmentally
sustainable performance through change programmes involving internal and
external elements.
The Parable of Diagnostics
Authors: Wolf William B.
Published: July 2002

A short case illustrating significant aspects of organizational
diagnosis.
The Japanese Approach to Quality Management – A Human Resource
Perspective
Authors: Zhuang Yang John
Published: July 2002

Unlike the traditional approach to quality control that is administered
by quality inspectors at the end of the production process, the Japanese
approach to quality control focuses on building superior quality in the
production process through the development of team‐oriented human
resource management (HRM) practices. Develops a conceptual model on how
HRM functions are integrated into the production system in Japanese
firms. The theoretical discussion is supported by empirical reports of
how Japanese plants in the USA use team‐oriented HRM policies to control
product quality.
Reacting to What?
Authors: Sinclair John
Published: July 2002

Considers the cultural background to ways in which individuals react to
change within organizations and draws out the dangers inherent in
evangelizing change messages. An overview is given of looking at change
in a more realistic way to take into account the multiple realities
which exist in any organization. Attention is drawn to the fragile
nature and appeal of different ways of diagnosing the need for change
and undertaking change management activities. Argues that key aspects of
corporate culture have to be managed and manipulated to bring about
change.
Caring, Voice and Self‐reflection
Authors: Schor Susan M. , Van Buskirk William , McGrath Dennis
Published: July 2002

Presents a case description of a non‐profit educational agency whose
organizational culture is based on the feminist values of caring, voice
and self‐reflection. Grounded theory analysis of intensive interviews,
focus groups, observations and organizational documents reveals how
these values are embodied in the organization′s management practices and
change processes. The case strongly suggests that a commitment to
feminist values can prove highly generative of a wide range of desirable
organizational competences.
Diversity as Community and Communions: A Taoist Alternative to Modernity
Authors: Cheng Cliff
Published: July 2002

Contrasts the linear narrative of modernity with the process narrative
of the ancient Taoists of China. Written in process narrative, provides
a narrative based on the metaphor of the spiral rather than the straight
arrow of modernity. Presents a premodern Taoist definition of diversity
and applies it to the community literature as an alternative to
modernist organizational theory based on process narrative.
Evaluation of team‐based management: a case study
Authors: Whitfield J. Michael , Anthony William P. , Michele Kacmar K.
Published: July 2002

Team‐based management systems appear to be a possible avenue for
increasing the productivity and effectiveness of organizations. However,
there are concerns regarding their true purposes and effects within
organizations. There is presently a dearth of literature evaluating the
effectiveness of team‐based management. To begin filling this void,
provides a case study illustrating the process, as well as the findings,
from such an evaluation effort. In addition, presents a review of the
literature regarding team‐based management.
Consulting for real transformation, sustainability, and organic form
Authors: Old Dianna R.
Published: July 2002

Proposes that the practice of consulting for organizational change often does not change the organization fundamentally. Suggests that real transformation occurs at deeper levels of an organizational system. Presents a more whole and integrated methodology more likely to help organizational systems to develop the capacity to reconfigure and respond to environmental fluctuations and changing strategies.
Internal consulting: perspectives on the process of planned change
Authors: Lacey Miriam Y.
Published: July 2002

Articles on consulting usually focus on the external consultant and
the perspective of the internal consultant is rarely discussed. Compares
the general world of consulting for organizational change, as typified
by the external consultant, with the specific world of the internal
consultant. Following the phases of the consulting cycle, highlights
salient differences. Outlines the advantages and disadvantages of the
internal consultant world.
Discourses of global competition
Authors: Ehrensal Kenneth N.
Published: July 2002

Challenges the notion that “global competition” is at
the root of the changing fortunes of large American corporations, and
that it is the reason for the recent trend to downsize/
rightsize/re‐engineer white‐collar staffs. Argues that the change in
employment relations can be explained by understanding capital′s view of
the micro‐economics of the firm, as posed by transaction cost economics
and the intentional implementation of particular types of information
technology consistent with that understanding. Argues also that current
praxis is consistent with, and a continuation of, a long‐term capitalist
project to wrest control of the labour process away from as many types
of workers as possible.
The sacred, the erotic and the ecological: the politics of
transformative global discourses
Authors: Upadhyaya Punya
Published: July 2002

A celebration of possible transformations of our radical and
mainstream discourses of globalization. Begins by displacing two
conventional dualizations that inform our scholarly theorizing and
practice: between the global and the local and between our work and
ourselves. Advocating politics of abundance and generosity that
celebrates ontological exuberance and the creation of transformative
realities, invites academic élites to co‐create global
possibilities in the service of all life and all ways of life. Enjoying
the multiple possibilities of texts three narrative evocations follow
– the sacred, the erotic and the ecological. The postcolonial
gifts of these three dimensions inform possible transformations for us
as teachers, enquirers and practitioners. It concludes with invitations
to action and offerings of service.
Three women′s stories of feeling, reflection, voice and nurturance
Authors: Hawk Spirit , Schor Susan M. , Kan Kathleen , Lindsay Cindy
Published: July 2002

Presents three autobiographies to show the link between personal
experiences and consulting. All are stories of personal change and
involve the processes of feeling, reflection, voice and nurturance
(FRVN). Gives an example of a consultation to show how FRVN became an
underlying process. Presents definitions of FRVN and shows how these
relate to personal involvement. Stresses that authenticity is central to
effective consulting and that it is through the process of FRVN that
this can be achieved.
Mental imagery
Authors: Stanwick Peter A.
Published: July 2002

The role of managerial cognitive processes has so far been largely neglected within strategy research which examines organizational decline and recovery. Proposes that heuristics used by managers such as: availability, representativeness, adjustment and anchoring may contribute to the declining performance of the organization. Suggests that mental imagery could be used to adjust these heuristics and change the cognitive processes of the existing managers instead of replacing the top management team in declining organizations. This change in cognitive processes could help increase the ability of a declining firm to improve its performance.
Filmic representations for organizational analysis: the characterization of a transplant organization in the filmRising Sun
Authors: Foreman Joel , Thatchenkery Tojo Joseph
Published: July 2002

Science is a form of narrative that is regarded as the prime generator of knowledge. What about other forms of narratives such as novels and dramatic films? Claims this question is particularly important in organizational science because its narrative nature is easier to detect than is the case with the physical sciences. Using the metaphor of organizations as texts, contends that narrative fictions, especially films, are valuable sources in the study of organizations. What organizational researchers and film writers do are strikingly similar. For example, they enact rather than discover, test ideas against evidence, generalize, raise testable questions about the social world, and stay focused on the complexity of experience. An analysis of the filmRising Sunillustrates the use of narrative fiction as texts for organizational analysis. Discusses the implications of this approach.
Understanding the management of change
Authors: Siegal Wes , Church Allan H. , Javitch Miriam , Waclawski Janine , Burd Steffani , Bazigos Michael , Yang Ta‐Fu , Anderson‐Rudolph Kate , Warner Burke W.
Published: July 2002

Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument measuring agreement with key principles and concepts from this framework. Analyses results for trends indicating differences according to gender, culture, function, level, industry and other demographic and organizational variables. Discusses implications for change agents and human resources professionals.
Work, gender and the future
Authors: Gullvåg Holter Øystein
Published: July 2002

Contrasts the ideology of “productionism” with the rising importance of people‐oriented work (“reproduction”) and the struggle for equal gender status. Examines economic factors that discriminate against reproduction and women’s activities, and explores ways to overcome these barriers to equality.
Improving organizational health by addressing organizational trauma
Authors: Hilton Brown Enid
Published: July 2002

Organizations are searching for new methodologies to address their biggest concern for the future ‐ their health. In a world of risk, danger, and corporate diseases, survival may depend on resilience. Addressing organizational health offers opportunities for harnessing powerful resources within an organization, including the pathologies which often manifest themselves in patterns such as the euphoria of corporate adrenaline, the terror of inside competition, the scripts of success and failure ‐ each reflecting the trauma which can cripple an organization “invisibly”. These pathologies are epidemic; the patterns repeat in every industry, every government and social institution. The workplace of the future will also manifest these conditions. How we choose to address the pathologies, and our health, can change. We may complain, deny, point fingers and cry. We may delude ourselves with the antiseptic quick fix! Or we can address our health honestly and with honour. Our future is at stake.
Collective construction changes organizational reality
Authors: Baitsch Christof , Heideloff Frank
Published: July 2002

Presents an analytic case study of a reorganization project in the Swiss federal patent and copyright bureau (BAGE) on an action and a reflection level. The consultants in the BAGE case were acting as systemic catalysts to the self‐organizing processes in the BAGE. Based on a brief introduction to self‐organization theory and to the socio‐technical systems approach, discusses the main aspects of systemic consulting. The case study then illustrates the relative influence of the consultants as mirrors and a source of disturbance to organizational routines and discourse, and of the organization as a self‐organizing system that bears the potential to redesign itself.
Intervening in the shadow systems of organizations
Authors: Shaw Patricia
Published: July 2002

Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the implications of ideas from the study of complex adaptive systems that suggest that living systems co‐evolve to far‐from‐equilibrium conditions, “at the edge of chaos”. Takes this perspective for understanding the interactions occurring simultaneously in an organization’s designed or formal network of relationships, and in its self‐organizing or shadow networks. Provides illustrations from the author’s consulting practice to suggest how such a perspective may inform OD intervention in organizational culture change.
Consulting in mergers and acquisitions
Authors: Lee Marks Mitchell
Published: July 2002

Mergers and acquisitions occur frequently in organizations, but rarely achieve their desired financial and strategic objectives. Personal experience gained in more than 50 corporate combinations shows that many factors account for the dismal track record of mergers and acquisitions, including underestimating the multitude of integration issues and problems that arise as organizations come together and the pervasiveness and depth of human and cultural issues triggered in a combination. These dynamics have been found in combinations involving organizations of all sizes, in all industry sectors and across international boundaries. Reviews the human, organizational and cultural dynamics affecting mergers and acquisitions, and reports recent trends influencing interventions to enhance merger and acquisition success. Describes consulting approaches and methods required to minimize employee stress, management crisis and culture clash and to enhance the desired financial and strategic results of mergers and acquisitions.
An inter‐gender dialogue regarding inter‐gender relationship development in organizations
Authors: Krell Terence C. , Winn Joan
Published: July 2002

Comprises an Internet dialogue between two academics, which explores the dynamics of men and women forming professional relationships. Raises issues which can be used for helping organizations to facilitate the appropriate development of inter‐gender working relationships.
Encouraging the identification of environmental opportunities
Authors: Krueger Norris
Published: July 2002

States that an organization that seeks to survive must keep identifying viable new opportunities. An organization that wishes to grow must do an even better job of identifying viable new opportunities. However, opportunities are in the eye of the beholder. Identifying opportunities does not mean “find” them, rather we construct or invent them. How do we encourage the identification of viable, credible opportunities? Maybe even more important is the converse: why do decision makers fail to see objectively viable opportunities?
Business process reengineering at Blue Shield of California: the integration of multiple change initiatives
Authors: Stebbins Michael W. , Shani Abraham B. (Rami) , Moon Wayne , Bowles Debra
Published: July 2002

In order to implement business process reengineering successfully, organizations find that they need to combine a variety of change initiatives. Yet, most of the empirical literature dwells on a single change initiative. Integrating multiple change initiatives requires a structural learning mechanism. The learning mechanism is created to lead, design, and implement the overall change effort. This paper reports on BPR at Blue Shield of California. The theoretical implications of system‐wide transformation and learning mechanisms ‐ based on the integration of BPR with other change initiatives ‐ within the rapidly changing health care competitive context are discussed.
Effective leadership in joint ventures in Vietnam: a cross‐cultural perspective
Authors: Quang Truong , Swierczek Fredric William , Thi Kim Chi Dang
Published: July 2002

Effective leadership is a key factor in successful international joint ventures, especially in Vietnam. Compatibility and complementarity of the leadership styles are the foundation for such partnerships. Based on a research study of international managers and their Vietnamese counterparts, an appropriate profile of compatible and complementary leadership characteristics and effective skills and behaviors for successful joint ventures in Vietnam is suggested. A multi‐cultural approach with focus on the mutual understanding of the cultures involved, adapting the styles of the partners and relationship building is necessary for successful joint ventures. Building shared values in the joint venture is critical to performance, to creating an appropriate organizational culture, and to accomplishing effective organizational change.
Linking OD’s philosophy with justice theory: postmodern implications
Authors: Wooten Kevin C. , White Louis P.
Published: July 2002

The purpose of this article is twofold; first, to demonstrate a linkage between the tenets of justice theory and OD core values, assumptions and ethical beliefs and, second, to show the role of this linkage as it applies to postmodern organizations in terms of the evolution of OD technology. Distributive, procedural and interactional justice is discussed and juxtaposed with the humanistic and organizational effectiveness orientations that compise the core values of OD. Finally, ways are suggested that the linkage between justice theory and OD core values can be used for the development of OD science and its application to the postmodern organizational paradigm of equality, empowerment and horizontal relationships.
Unfairness and resistance to change: hardship as mistreatment
Authors: Folger Robert , Skarlicki Daniel P.
Published: July 2002

Proposes that organizational fairness is a psychological mechanism that can mediate employee resistance to change. Focuses on resentment‐based resistance as a subset of all possible resistance behaviors. Uses referent cognitions theory to explain why organizational change not only increases employees’ sensitivity to fairness, but also why change is frequently perceived as a loss. Recent theoretical and empirical research is presented that suggests if researchers and managers focus on the effects of any one of these three types of justice (i.e. distributive, procedural or interactional justice), they might fail to address resistance adequately. Examines how the three forms of justice interact to predict resistance to change, and provides some implications of this interaction effect for change managers.
Spiritual perspectives on individual, organizational and societal transformation
Authors: Neal Judith A. , Bergmann Lichtenstein Benyamin M. , Banner David
Published: July 2002

The article explores issues of what matters most in individual organizational and societal transformation – economic issues or spirit? Transformation is defined and literature on individual, organizational and societal transformation is presented. The article looks at the standard arguments that economics are the driving force in transformation and then postulates that spirituality may be as much – if not more – of a driving force. Evidence is provided on the growth of interest in spirituality. Then three theories of transformation are offered, one at the level of societal transformation. Each of these theories incorporates elements of spirituality in order to understand the prerequisites of transformation.
The growing interest in spirituality in business
Authors: Tischler Len
Published: July 2002

Interest in spirituality in business has been growing recently. This paper tries to explain such growth of interest through the application of Maslow’s hierarchy of needs to the social level. As the industrial revolution evolved, economic prosperity and stability spread to a majority of people in developed countries. These societies as a whole were then able to shift from concerns primarily about survival and security to concerns of higher order needs, such as social, esteem, and self‐actualization needs. As people throughout a society are increasingly able to trust that their lower needs will be met, they increasingly and naturally begin to explore their higher order needs. This can explain many recent phenomena in business, such as workers seeking more than money from work, increasing empowerment and participation, and the many recent books, conferences, and practices about spirituality, sustainability, and other such issues as they relate to business.
An exploratory analysis of definitions and applications of spirituality in the workplace
Authors: Freshman Brenda
Published: July 2002

In response to the rising interest in “spirituality in the workplace”, an exploratory analysis of text passages expressing definitions and applications of the topic was conducted. A grounded theory process applying thematic and network analysis techniques was used to examine text samples from three different sources: e‐mail, survey responses, and a literature search. Throughout the investigation an emphasis was placed on maintaining the multiplicity of definitions and applications of “spirituality in the workplace” while methodologically studying the thematic content of these expressions. Code words representing concepts in four function categories emerged: nouns, actions, qualities, and theories. Sentences were re‐formed to reveal concepts and relationships discussed in the text samples. Practical applications of the themes of diversity, learning and development, intuition and the personal aspects of “spirituality in the workplace” are presented.
Organizational learning: an exploration of organizational memory and its role in organizational change processes
Authors: van der Bent Jacqueline , Paauwe Jaap , Williams Roger
Published: July 2002

Researchers and practitioners have shown a great deal of interest in the topic of organizational learning in the last two decades. The key dilemma, however, remains whether organizations as entities can do anything in their own right. Is it meaningful to think of organizations as having objectives, learning abilities, and memories, or do organizations only learn through their current members? The aim of this study is to shed light on what organizational memory is and what role it plays during organizational change. We report the findings of a study on organizational memory and learning in a large electronics firm. Using a variety of research methods we analyze mutations in organizational memory traces over a long period of time and discuss whether or not an organization can learn from previous change experiences, encapsulated in organizational memory traces, as it goes through a different, but related, change program. Finally, implications of this study for change management are described.
TQM – a holistic view
Authors: Page Richard , Curry Adrienne
Published: July 2002

Notes that while total quality management has elements in behavioural and culture change which look to empowerment, the reality has been a selective, if not cynical, use of tools and language. Points out that successful TQM initiatives abound and that often they involve a method of redistributing power within organisations which facilitates a change of perception of roles and values. Argues that auditing the process relies on clear objective measurement that will keep organisations “honest” and that this also helps keep the direction of efforts visible and on target.
Social responsibility and impact on society
Authors: Zairi Mohamed
Published: July 2002

Discusses an area which is growing in terms of significance and proven to impact on business performance, reputation and corporate image. Discusses social responsibility from the point of view of environmental issues and ethical considerations. Useful examples of models for the effective management of environmental issues are provided, together with examples of best practice. Finally, proposes a framework for auditing this very pertinent area of business excellence.
ISO 9000 – 2000 version: implications for applicants and examiners
Authors: Laszlo George P.
Published: July 2002

The 2000 version of ISO 9000 is very exciting for quality practitioners because it embraces the principles of quality management that have received wide acceptance because of the publicity of the various National Quality Awards that are models based on these tenets. However, there are potential difficulties that lie ahead for those organizations that aspire to fulfill the requirements of this new version of ISO 9000 unless they recognize that there is a cultural gap between the new approach required as compared to the previous 1994 version. Similarly, auditors working with the new version must have a different background and approach as the emphasis is being changed from one that has been totally compliance‐based to a new approach that also includes evaluation of management techniques that requires hands‐on experience and judgment. Unless these two types of issues are properly addressed, the 2000 version of ISO 9000 will frustrate applicants and may tarnish the quality movement.
The impact of powerful and weak customers on quality assurance systems and quality improvement programs
Authors: Groocock John
Published: July 2002

Contrasts idealised versions of quality assurance systems and quality improvement programs. Notes that only powerful customers such as defence procurement agencies can impose quality assurance systems; also points out that individual customers are weak customers whose only power is the ability to move from one supplier to another. Outlines the conditions under which a customer will be able to impose a quality assurance system on the supplier. These conditions include, for example, that there should be an excess of capable suppliers. Points out that quality improvement programs, on the other hand, are initiated and sustained by the supplier’s own top managers. Considers also the role of such factors as industry regulators.
Redefining the focus of investment analysts
Authors: Emiliani M.L.
Published: July 2002

Compares and contrasts the organizational routines and outcomes of businesses that are managed using practices grounded in batch‐and‐queue and lean production. The former is shown to be poor at providing senior management with timely and accurate information, thus obscuring or altering business realities, while the latter results in greater clarity and improved responsiveness to changing market conditions. It proposes that the primary work of the investment analyst should change to “muda analyst”, whose focus is the elimination of waste in business processes between internal and external stakeholders, while the traditional work of investment analysts is positioned as a secondary activity. Identifies different types of questions to ask senior management in order to assess the underlying business and leadership practices.
Customer Focus Groups: Developments in Health Care
Authors: Holloway Beverley , Mobbs David
Published: July 2002

The independent health care industry is experiencing turbulence, with
competitors currently seeking differentiation using quality focused
strategies. In pursuit of such strategies increasing attention is being
paid to the customer. Until now, understanding the customer has not been
recognized for its full significance. Numerous methods of gathering
information are being explored, with one of the larger providers
introducing the use of regular customer focus groups. It is argued that
this method, rarely employed in the UK, is particularly appropriate to
use with patients as a customer group. The full potential of customer
groups will only be realized, however, if part of a wider total quality
approach, advocated by the authors.
What Is Happening in Quality Management?: Findings from an IM Survey
Authors: Wilkinson Adrian , Redman Tom , Snape Ed
Published: July 2002

In recent years, quality management has become topical in management
circles. The language of quality has spread throughout manufacturing
industry into service industries and also into the public sector. During
1992, almost 900 Institute of Management members completed a
questionnaire on quality management in their own organizations. The aim
of the survey was to add to our knowledge of quality management in the
UK. This article presents a brief overview of some of the main findings
of the survey.
Process Improvements through Benchmarking
Authors: Mustafa Pulat B.
Published: July 2002

In the last three years, benchmarking has made its mark in the list of
major process and product improvement tools. Those who are interested
in process design and improvement may find this tool to be fast‐acting
and effective. Presents the basic elements of benchmarking with tips on
working with consultants. Finally, provides experiences from a
tele‐communications equipment manufacturer.
How Important Is the Black Hole in Your Organization
Authors: Hutton Michael
Published: July 2002

There are three basic areas of concern for a Chief Executive – the
long‐term future of the organization, how to satisfy all the customers
over that long term, and how to do so at the lowest possible cost. These
areas interact with each other and if plotted as a triangular diagram,
illustrate the “black hole” in an organization which absorbs money, effort
and resources without contributing to the organization’s success or
long‐term viability. Frequently this equates to 20 per cent or more of
sales income or operating costs. The size and scope of the black hole is
the scope for a Chief Executive to improve the effectiveness and
efficiency of his/her organization, coupled with a detailed plan to
reduce it by specific measures to ensure customers’ requirements.
Why Are Educators Stonewalling TQM?
Authors: Weller L. David , Hartley Sylvia A.
Published: July 2002

Educational reform has been called for over the past several decades
with answers resulting in fragmented programmes and mixed research
findings. Reluctance and unfulfilled promises of post‐reform movements
have caused dismay and scepticism among educators and community members
alike. These concerns too often take the place of objective analysis
and cause educators to be overly cautious about newly promised panaceas.
TQM will meet these concerns and objections, but this systematic,
structural management process may be the key to the reform movement
afoot. Presents many of the common concerns about a business model
being applied to education as a way to achieve quality. Answers
provided to these concerns are rational and have proved effective in
education today, but are not typically viewed in a business perspective.
TQM can and will work if objectives are put in educational terms.
Value‐added Leadership
Authors: Myers Ken
Published: July 2002

Leadership is an important element of total quality management (TQM).
Organizations spend considerable time and money looking outside for the
latest in leadership technique. Value‐added leadership suggests
organizations also identify and reinforce existing observable leadership
behaviours which are already contributing to innovation and high quality
performance. Quality is enhanced by at least four categories of those
commonly practised but transparent value‐added leadership behaviours:
self and others; awareness and choice; focus and integration; and
innovation and action taking. Identifying and institutionalizing these
“already paid for” value‐added behaviours can be an important contribution
to overall TQM efforts. Make leadership choice not chance a factor in
your organization’s quality quest.
Operationalizing Total Quality: A Business Process Approach
Authors: Peters John
Published: July 2002

Every organization adopts a different approach to making steps towards
total quality. Describes a number of variables which are consistent with
successful progress down the road towards total quality. Presents
observation and analysis of 28 organizations whose quality managers are
participating in a qualification programme. Five levels of
organizational progress towards total quality have been distinguished,
ranging from level one (operational sub‐process improvement) to level
five (total process reconception).
Total Quality Management in Services
Authors: Ghosh B.C. , Tzi Ling Mak
Published: July 2002

The advertising industry in Singapore faces an acutely competitive
environment which demands a high level of service from agencies with
total quality management (TQM) as the perspective. Mere excellence in
creativity with its high focus on product, rather than the market, is no
longer sufficient. Supports this hypothesis by a survey.
Measuring Service Quality and Promoting Decentring
Authors: Webster Calum , Hung Li‐Chu
Published: July 2002

Presents two questionnaires for measuring service quality. Derived from
the SERVQUAL instrument, they have been field tested on around 100
subjects. The adapted questionnaires are shorter and more flexible when
compared with SERVQUAL. They may be used separately or in combination.
One questionnaire is given to consumers of the service and the other may
be given to the service providers. Comparing results from the two
groups can help shape the service quality strategy of the provider.
Although describing a hospitality application, the approach to adapting
SERVQUAL can be followed in other service contexts. Further introduces
the concept of “decentring” in a quality context i.e. perceiving the
service from the consumer’s viewpoint. Using the two adapted
questionnaires helps service providers see quality from the customer’s
perspective and so promote customer focus.
Alternative Schemes for ISO 9000 Harmonization in Europe
Authors: Sharp Alan
Published: July 2002

With the increasing use of ISO 9000, claims have surfaced that the
process of certification is being carried out in different ways among
the countries of Europe. This situation is already leading to a system
of trade barriers as the ISO 9000 certificates, and certification
bodies, from some countries are being thought of as being better or
worse than others. Explains how an attempt is being made to reconcile
these differences, and compares it with other possible strategies.
Does Quality Control Services?
Authors: Ridley Jeffrey
Published: July 2002

Brief discussion on the importance of quality as a control in the
marketplace. Compares the measurement of quality by service providers
with the high levels of quality achieved by manufacturers. Questions
whether service providers adequately measure the quality of their
services. The future offers quality challenges and opportunities for all
service providers.
It Was a Great Idea, But...
Authors: Edinboro Bob , Palmer Richard
Published: July 2002

Looks at the reasons and requirements for effectively planning and
managing the implementation of TQM. Examines controlling the resulting
rate of change in the organization to ensure that expectations for
performance improvement are achieved. Presents instructions for running
an employee training session, including sample exercises.
In defence of TQM
Authors: Evans Rob
Published: July 2002

An abundance of much publicized TQM failures have tarnished the
good name of total quality management. Rob Evans, chief executive at ODI
Europe, argues that these are problems with implementation, rather than
with TQM itself. Uses Nestlé Chocolate and Confections, ABB
Zamech and Hybritech as examples of companies which are capitalizing
from taking the TQM track. Concludes that the success of TQM depends on
the level of dedication exhibited by senior management.
“Erratic – systematic – organic”
Authors: Gilbert John A. , Gilbert John
Published: July 2002

Argues that the behaviour of people at all levels in an
organization can be categorized according to the
“erratic‐systematic‐organic” model. Describes the
organizational behaviour characteristic of each phase. Suggests that the
best way for an organization to find out which phase it is currently in,
and thus to improve, is to perform regular self‐assessment.
Quality inside‐out and outside‐in
Authors: Day Abby , Toledano Kathryn
Published: July 2002

Describes an unusual quality improvement programme which started
early in 1994 with a publishing company, MCB University Press. It points
out the approach used, and progress made to date, 12 months on. The
approach is described as insideout and outside‐in, meaning the focused
creation of internal capability for effective quality improvement,
driven by outside‐in customer‐defined quality indicators.
The city of Memphis, Tennessee, adopts total quality management
Authors: Gilbert James D.
Published: July 2002

Gives a practical approach to setting up a training programme,
delivering that training, and how that approach may be imitated by other
cities. Memphis is a city of about three‐quarters‐of‐a‐million
population, with all the problems of a growing city. Governing a city is
difficult at best and demands approaches which will outwit the best
minds. The TQM programme of the City of Memphis is an effort for the
city to become more efficient and productive for its customers, the
taxpayers. Describes how the training was done and gives an idea of what
kinds of quality improvement projects were selected as priorities by the
quality improvement teams.
A holistic management system
Authors: Hoare Clive
Published: July 2002

An imperative of any quality system is the need for training and
development of the people who operate the system. Offers a model of how
training and development may be integrated into the system and aligned
with the business aim of the company and the personal development of the
individual.
Guidelines to TQC
Authors: Duffin Murray
Published: July 2002

Describes the origin of TQC (Japanese TQM) and explains the
principles of TQC and design quality. Defines the principles of TQC and
outlines its primary mechanisms. Concludes that all approaches mentioned
are applicable to TQC, but does not provide an exhaustive list.
What is happening in “quality” in the financial
services?
Authors: Wilkinson Adrian , McCabe Darren , Knights David
Published: July 2002

Questions whether “quality” is having as much impact in
the financial services sector as the evidence of use of quality
management techniques in the UK suggests. Explores the context within
which “quality” is finding a place in financial services,
and presents the findings of a postal questionnaire survey concerned
with the extent of usage and the nature of the quality initiatives in
the financial services sector.
Current position and future development of benchmarking
Authors: Andersen Bjørn , Camp Robert C.
Published: July 2002

Reports on a survey, conducted among a cross‐section of
organizations, to establish the current state of benchmarking and to
attempt to project its future developments. Reveals that determining the
mechanisms for the transfer of best practices within an organization is
a high‐priority issue. Formal programmes for benchmarking in general,
and for benchmarking training specifically, were also highly important
areas to be developed further. Indicates that the use of computers in
benchmarking seems to be growing, although direct contact with other
companies and firsthand observation of best practices are still the
preferred methods.
Comfort from conformance
Authors: Stevenson Gordon J.
Published: July 2002

Presents the positive side of conformance principles and reveals opportunities for continuous improvements in quality through achieving a balance between management control and employee empowerment. Describes the implementation of a structured framework ‐ the conformance cycle ‐ through which levels of non‐conformance can be significantly reduced and performance standards effectively improved. Suggests that organizations should re‐focus on a “back to basics” approach and use this as a foundation on which to build their success.
Using knowledge to drive improvements
Authors: Matthews Monte L.
Published: July 2002

Offers a case study describing how the Fossil and Hydro Power (F&HP) Organization of the Tennessee Valley Authority ‐ a finalist for the 1995 Presidential Award for Quality ‐ has taken information from feedback reports and other sources, and developed a strategy for implementing areas of opportunity into its core business. The strategy expands the plan‐do‐check‐act logic into a plan‐do‐knowledge‐act model which couples assessment information with theory ‐ in the form of the conceptual guidelines of the Baldrige criteria ‐ to create knowledge. Details how the model has been implemented at F&HP over the past three years, and describes the resulting accomplishments.
Exploring the many faces of leadership
Authors: Miyashiro Marc
Published: July 2002

Examines three very different approaches to leadership within a TQM organization: the first focusing on employees and how they perceive the consequences of their behaviour, as understanding the factors that influence behaviour can then allow managers to lead employees towards quality improvement, the second concentrating on the need to change emotions before making changes within the organization and the last relying on tapping into the “hidden” knowledge inside each individual as a starting‐point for further development.
Is management commitment to quality just “a given”?
Authors: Goffin Keith , Szwejczewski Marek
Published: July 2002

Reports on interviews held with management at six factories in the UK, which had received awards for their manufacturing excellence, which aimed to discuss the TQM initiatives and, in particular, to gauge the degree and nature of the management commitment required to make these successful. Uncovers, from the results, an indication of the emphasis that managers must place on becoming personally involved if TQM is to be successful. Identifies four common dimensions of management commitment in the approaches seen across the six factories: the time and effort invested, emphasis on clear goals and organizations, management’s manufacturing expertise, and a strong focus on employees (training and teamwork). Concludes that although the findings are based on only six cases, the topic of commitment is an important one, with significant implications for management and it is also an area which is ripe for further, detailed investigation.
How can a company achieve improved levels of quality performance: technology versus employees?
Authors: Krüger Volker
Published: July 2002

Addresses the question: how can business organizations attain new, unprecedentedly high levels of quality in their work processes? Rejects the view that quality and productivity are incompatible, arguing that efficiencies resulting from continuously improving quality lead to increased productivity. Examines the western management reliance for competitive advantage on costly technological innovations which, once installed, are subject to steady deterioration and erosion of their initial advantage. Warns that technology cannot substitute for people. Contrasts western results‐based short‐termism with the strongly process‐oriented Japanese approach. Shows how the Japanese have also practised large‐scale absorption of new technology but have invested heavily in their people at the same time, because they recognize that technological innovations need committed, well‐trained people, not only to make the technology work but also to maintain its advantage through kaizen ‐ a process of continuous, smaller‐scale, people‐based improvements.
In praise of ISO 9000
Authors: McLachlan V.N.
Published: July 2002

Describes the relationship between formal quality standards and total quality, supporting the necessity for a formal quality system for most businesses. Addresses the common criticisms of ISO 9000, sets out the minimum criteria for its implementation and a long list of user‐reported benefits.
Key quality management practices of leading firms in Brazil: findings of a pilot‐study
Authors: de Macedo‐Soares T. Diana L.v.A. , Lucas Débora C.
Published: July 2002

Notes that quality management practices of leading firms have increasingly been considered benchmarks for other companies in quest of successful competitive technologies. Shares the most relevant findings of the authors’ study on key quality practices of leading firms in Brazil. Includes comparisons with results of research in the USA. Identifies socio‐cultural factors as a root‐cause for the difficulties of employing these practices effectively in Brazil. Recommends the development of innovative capabilities and cultural synergies, in the scope of the increasing associations with foreign firms, to overcome at least some of the difficulties at issue.
Learning histories: the S in PDSA of learning
Authors: Laree Jacques March
Published: July 2002

Discusses learning histories as a new angle on the old concept of learning from the past: now learning and historical documentation occur concurrently. People learn from the history before it is old news and then feed the learning back into the project and again into the history; thus creating new knowledge and, hopefully, greater improvement. Details the efforts of a learning partnership between The W. Edwards Deming Institute and the City of Tacoma, WA, USA to share whatever learning comes out of the partnership to create additional knowledge about what makes communities successful.
The total quality science lab
Authors: Abbott James E.
Published: July 2002

Describes the total quality science laboratory at Bandini Street School in San Pedro, California, USA. At the school, students are identified as workers as well as educational customers, and teachers understand that their effectiveness is measured by having students do quality work. Explains how this is exemplified in the school’s student‐centred science laboratory where quality work is defined as having students work “up to their capacity”.
Simulation for TQM ‐ the unused tool?
Authors: Aghaie Abdollah , Popplewell Keith
Published: July 2002

Simulation is a widely used tool in the design of factory systems of almost all kinds and yet seems to be used rarely in the design and analysis of quality management systems. Explores the reported applications of simulation in this and other fields relating to quality and concludes that the benefits of simulation could make a significant contribution to the continuous improvement of the quality management systems themselves.
Staff quality management
Authors: Fierens Manon
Published: July 2002

Describes a diagnostic instrument which measures the satisfaction of internal customers of staff units. Determines the critical quality characters of staff processes and presents a philosophy of staff quality management.