bluuebunny/crossref_metadata_2025 huggingface dataset:
Conveying Service Quality Through Advertising
Authors: Day Ellen
Published: May 2006

Reports on a study attempting to understand whether, and how,
service providers try to communicate quality of their services via
advertising. Finds that few quality cues are present in magazine
advertising for services. Offers examples and suggestions for the
effective conveying of quality through advertising messages.
Service Advertising: a Framework to its Effectiveness
Authors: Hill Donna J. , Gandhi Nimish
Published: May 2006

Highlights the need for services advertising to receive more
attention from marketing practitioners.Adapts a previously‐developed
classification scheme of services for advertising. Assesses service
characteristics of relevance in advertising. Develops a series of
guidelines for managers seeking to develop effective services
advertising.
Consumer evaluations of goods and services: implications
for services marketing
Authors: Hartman David E. , Lindgren John H.
Published: May 2006

Maintains that many services marketing strategies have been based
on four commonly accepted dimensions. Empirically tests these dimensions
to determine if they are relevant for developing services marketing
strategies in consumer markets. Shows that while they perceive
significant differences between goods and services, they use evaluative
dimensions that are somewhat different from those proposed by the
services marketing literature. Concludes that consumer‐driven strategies
are more effective than strategies based on commonly accepted conceptual
dimensions of services.
Services extension strategy: a viable basis for growth?
Authors: Lee Moonkyu , Ulgado Francis M.
Published: May 2006

Examines how customers react to service extensions, or the use of
an established company name to enter new service categories or classes.
Reports the findings of an experiment designed to assess the
effectiveness of the extensions. Discusses the managerial implications
of the results for service extension strategies in the marketplace.
Using employees as advertising spokespersons
Authors: Stephens Nancy , Faranda William T.
Published: May 2006

Tests the effectiveness of three different types of service company
employees as advertising spokespersons in an experiment involving print
advertisements for a bank and a hotel. Reveals that front‐office
employees functioned best as print advertising spokespersons and that
CEOs were adequate and back‐office employees were least effective.
The value of qualitative data in quality improvement
efforts: the case of the airline catering services
Authors: Pedrick Dennis , Babakus Emin , Richardson Andrea
Published: May 2006

Discusses the importance of qualitative data from customers in
customer satisfaction measurement programs. Presents results of a study
which is based on customer comments, using airline flight attendants as
the target customer population. Indicates that qualitative data can
produce actionable information as well as explanations for the nature of
quantitative customer satisfaction data. Provides implications for
management.
Determinants of success in service industries: a PIMS‐based empirical investigation
Authors: Bharadwaji Sundar G. , Menon Anil
Published: May 2006

Attempts to determine the key strategic variables that lead to superior financial as well as competitive performance. Investigates the effects of strategic variables on service provider′s risk levels. Suggests that integrating forward, having a relatively larger market share, sharing customers with other business units in the firm, having strong service image, and being in a market with a small number of competitors positively influences market share.
Psychographic and lifestyle antecedents of service quality
expectations: a segmentation approach
Authors: Thompson Anne Marie , Kaminski Peter F.
Published: May 2006

Reports in a segmentation study conducted to determine whether
consumer‐based variables such as activities, interests and opinions
could be used to segment markets based on service quality expectations.
Identifies those consumer‐based variables found to be significantly
related to service quality dimensions and discusses their managerial
significance to the healthcare market.
Administrative Development and Reform in Turkey: A Historical Overview (Part I)
Authors: Younis Talib , Ibrahim S.A.M. , McLean M.A.
Published: May 2006

The first of a two‐part article (Part II to be published inIJPSM, Vol. 5 No. 2) which gives the historical background to the development of modern Turkey with particular reference to the inherited bureaucratic structure of the Ottoman Empire and the reforms undertaken by Mustafa Kemal Ataturk, the founder and first president of Turkey. Reviews the attempts made by successive Turkish governments to initiate and implement administrative reform. Discusses the barriers to the achievement of these objectives and draws conclusions as to the relative success or failure of the endeavours.
Equity Reform in Public Administration: A Longitudinal
Study of Executive Attitudes
Authors: Hede Andrew
Published: May 2006

One of the worldwide movements for reform of public administration
has been the implementation of equal employment opportunity programmes.
Reports on a longitudinal study of executive attitudes towards the
equity reforms introduced in an Australian public service. Results show
that, over a three‐year period, there was a decrease in the perceived
observance of merit and equity principles in Government agencies, and an
increase in the proportion of executives experiencing discrimination.
Although there was greater commitment among executives towards merit and
equity, there was no improvement in their attitude towards an equity
programme for women. Implications for the Equity Reform process are
discussed.
Managing the Message: An Approach to Communications
Management in the Public Sector
Authors: Pullen William
Published: May 2006

Public organizations send messages about their actions and values
in just about everything they do and say. They can be good or bad, and
choices have to be made about their composition, channels, and media.
May help public managers think about how to manage these choices. There
are several ways of assessing the impact of messages, and then thinking
about how to manage them on strategic and tactical levels. In the end,
success in managing the message comes down to how sensitive managers are
to the messages their organization sends about itself and its work.
Local Institutions and the Management of Development
Projects
Authors: Maddock Nicholas
Published: May 2006

In order to boost accountability and responsibility and to ensure
decisions are taken locally, donors are introducing arrangements whereby
development products are managed by institutions in the recipient
country. The main constraints are the temptations for donors to
intervene where local management is weak, the shortage of good project
managers and the ambiguous position of expatriates.
Administrative Development and Reform in Turkey: A Historical Overview (Part II)
Authors: Younis Talib , Ibrahim S.A.M. , McLean M.A.
Published: May 2006

The second of a two‐part article (Part I published inIJPSM, Vol. 5 No.1) which continues the historical overview from 1949 when the new democratic government instigated administrative reforms based on initiatives from foreign research. In the period after the Second World War attempts at reform were hindered by increased number of Civil Servants and economic problems, particularly inflation and a fall in the standard of living. Traces the difficulties which emerged between the bureaucracy and successive governments as a direct result of their failure to appreciate the role of the bureaucracy. The 1960 revolution led to the establishment of three bodies with specific tasks to change the structure of the economic and administrative systems and to implement five‐year plans, but which met with limited success. Discusses the ensuing excessive review and evaluation in every sphere of state activity which has continued to date.
Managerial Value Systems and Sector of Enterprises
Authors: Ali Abbas J.
Published: May 2006

Compares managerial values, in terms of loyalty, boss, money, big
companies, profit, work, job freedom, and company rules, across
different sectors of enterprise by questionnaire survey: 232. Iraqi
managers participated in the study. MANOVA and ANOVA tests revealed some
differences among managers in public, mixed and private organizations,
with regard to manipulative and sociocentric values. Results, however,
indicate that managers, regardless of their sector of enterprise, score
high on sociocentric values.
An Econometric Analysis of State Government Finances: Comparison of Results under Civilian and Military Regimes in Nigeria
Authors: Odedokun M.O.
Published: May 2006

Examines the revenue and expenditure behaviour of the 19 state governments in Nigeria separately for the civilian and military regimes of 1980‐83 and 1984‐87, respectively, with a view to comparing the two. Annual figures are employed in the regression analysis through pooling of time series and cross‐section data and all the endogenous items of state government budgetary accounts, expressed in per capita terms, are analysed. Suggests that: (1) per capita federal allocations, population, population density, per capita income, and literacy items all influence the per capita endogenous budgetary items; (2) the impacts of these factors, except population density, on the budgetary items materially differ over the civilian and military regimes; and (3) autonomous components of these endogenous budgetary items also differ over the two regimes.
″Porridge″ for Profit – Back to the Future: The
Origins of a National Prison Service
Authors: Black John
Published: May 2006

The first privatized penal establishment was commissioned in early
April 1992, The Wolds Remand Prison, Humberside. In April 1993 it is
proposed to restructure HM Prison Service as a government agency, rather
than a government department. These policies are not new. In fact it is
a repeat of history, and the Prison Service will be established as a
dual system, as it was prior to the 1877 Prisons Act. Government
accountability and control may be removed from the Home Office. A
privatized prison may be run in the name of its shareholders, and not in
the name of Her Majesty The Queen – hence the title of this
article. Argues that privatization will not decrease overcrowding, but
encourage it, along with potential corruption.
Singapore Telecom: From Public Sector to Private Sector
Authors: Chwee‐huat Tan
Published: May 2006

The Singapore Public Sector Divestment Committee has recommended
privatization of public enterprises, including profit‐making monopolies
such as Telecom, airport, port authority and broadcasting. Reviews
preparation to privatize Singapore Telecom. Examines Telecom′s
diversification strategy to enhance its visibility and international
competitiveness. By maintaining its impressive profitability record,
Telecom can be assured of a favourable reception by domestic and foreign
investors when its shares are floated in 1993. Being the first statutory
board to be privatized, its transformation is closely observed by others
in the pipeline.
The Contributions of Psychology to the Study of Administrative Behaviour
Authors: Mustafa Husain
Published: May 2006

Discusses psychology′s contributions to understanding administrative behaviour. Beginning with a general theoretical search for what moved people to act, psychologists provided analytical and descriptive content to understanding individual and group behaviour. They observed individuals in real life and experimental situations and designed laboratory experiments to simulate organizational situations. By focusing on factors most related to interpersonal interaction, productivity, motivation, and morale, they provided insights for evaluating administrative arrangements and managerial practices.
Contingent Valuation Analysis of Government Provision of
Agricultural Protection Services
Authors: Roberts E.J. , McLeod P.B. , Syme G.J.
Published: May 2006

The contingent valuation technique has been significantly refined
as a method of obtaining values of goods and services in situations
where market transactions are absent and now finds widespread
application in the valuation of the environment, and in valuing the
preservation of animal species. Applies the technique to the valuation
of more conventional government services, namely the provision by the
government of a range of agricultural protection services. The empirical
analysis is based on contingent valuation surveys administered to a
sample of Western Australian farmers.
Public Marketing of Foreign Investment: Successful
International Offices Stand Alone
Authors: Wint Alvin G.
Published: May 2006

Reports on a study that examines, by interviews and archival
research, the promotional structures which 11 governments in ten
countries have put in place to market their economies to foreign
investors. Focuses specifically on the various forms through which these
governments have conducted their overseas marketing operations. Finds
that governments that have been most effective in influencing foreign
investors have created overseas offices that “stand alone”,
and are unconnected with the governments′ other foreign operations. Also
identifies the conditions necessary for a successful overseas investment
promotion operation.
Managerial Effectiveness and the Public Sector: A Health
Service Example
Authors: Willcocks Stephen George
Published: May 2006

Attempts to address the question of managerial effectiveness in the
UK′s National Health Service, with particular reference to doctors
holding managerial positions as clinical directors. Emphasizes a systems
framework as a model for analysis of the concept of effectiveness.
Identifies and discusses the importance of various managerial inputs
(for example, managerial behaviour) and outputs such as objectives in
business plans. Highlights the difficulty of establishing outcome
measures in a service organization. Contrasts this approach with an
alternative subjectivist approach which questions the validity of
objective measures of effectiveness. The two approaches are not
necessarily incompatible but require a convergence in the philosophical
assumptions underpinning analysis. May be relevant to medical managers
and other professionals acting as managers in service organizations.
Incremental Budgeting in Local Authorities
Authors: Ibrahim M.M. , Proctor R.A.
Published: May 2006

Provides evidence to show the budget‐setting process in local
authorities is incremental in nature. Planned programmed budgeting
systems and zero based budgeting systems do not appear to have a place
in local authority decision making largely because the process is a
political one and is perceived to be overwhelmingly complex. Based on
studies of the budgeting process in three local authorities.
Organizational and Psychological Determinants of Employee Turnover in Kuwait
Authors: Al‐Refaei Yaqoub S.Y. , Omran Kamel A.M.
Published: May 2006

This study, completed in 1990 shortly before the Iraqi invasion, analyses some of the organizational and psychological determinants of employee turnover in Kuwait. The study is based on a sample size of 190 full‐time employees taken from governmental, private and shared sector organizations. A statistical analysis of the data indicates that organizational factors have a much more direct effect on the employee turnover rate than psychological factors. In addition, job characteristics, patterns of leadership and job motivation were the strongest predictors of voluntary job termination (employee turnover).
The Role and Significance of Strategic Core Reorganizations
in the Australian Public Sector: Preliminary Findings
Authors: Considine Mark
Published: May 2006

Little is known about the impact of recent cost‐cutting measures on
organization structure. Identifies a new type of reorganization in major
service delivery organizations. The Strategic Core Reorganization (SCR)
is being used in several Australian bureaucracies. Provides a case
study, model and research hypothesis concerning the impact of SCR.
A General Critique of the Theory on Public Enterprise: Part
I
Authors: Sikorski Douglas
Published: May 2006

There is no general theory of public enterprise, and the miscellany
of separate theorizations on the subject has created a conceptual
quagmire. Examines the rather confusing state of the research on public
enterprise performance and behaviour. Contrary to conventional wisdom,
it seems that in certain circumstances (as in the case of Singapore)
public enterprise can be quite efficient, as well as an effective form
of national competition.
An Enterprising Department
Authors: Lloyd John
Published: May 2006

Change, enterprise and external funding are major factors in public
sector management in many parts of the world. The situation facing
managers in the British education system is no exception. In both a
personal and a professional sense, many lecturers are being asked to
become more enterprising, to instigate new initiatives, and in many
cases, help to finance the department′s work. Such a process can change
the whole culture of a department, promoting incentives and rewarding
colleagues who respond positively. However, there are clear dangers that
an uncritical acceptance of change can severely damage the quality and
fabric of such organizations, where accepted values and traditions are
replaced by inadequately considered policies and activities. Experience
suggests certain principles and approaches which can safeguard the
integrity of the department, indeed the college, while still providing
positive support and encouragement to desirable and sustainable
developments.
Restructuring of Hong Kong Telecom: A Case Study
Authors: Yam Stephen C. , Chan Joyce , Chiu Samuel , Sam Esther , Yam Phoebe W.
Published: May 2006

Examines the restructuring of Hong Kong Telecom Ltd with respect to
its two subsidiaries: Hong Kong Telecommunication International Ltd and
Hong Kong Telephone Company Ltd. The process and impact of this
restructuring is discussed. Investigates particularly the impact of
internal and external factors such as functional structure, government
regulations, customers, potential competitors and labour unions.
Town and Country Planning and Administration in Nigeria
Authors: Aka Ebenezer O.
Published: May 2006

Reviews the development of town and country planning and
administration in Nigeria from the colonial period to the present. The
British colonial administration, with its religious and missionary zeal,
created the cultural, social and ideological premisses of modern town
and country planning and administration in Nigeria. Different land uses
were established without proper planning. These primary initiatives saw
the emergence and formalization of physical planning and planning
legislation. Planning in the country is still redundant and unable to
cope with urban and regional development problems. Inadequate social
accounts, local planning theories, models, and professional planning
education, and a lack of financial resources and statutory legitimacy
are the major planning problems. Conclusions, suggestions and
recommendations are made encouraging planners to be more proactive.
Officers or Managers? Direct Entry into British Police
Management
Authors: Leishman Frank , Savage Stephen P.
Published: May 2006

Suggests that the British police service is experiencing the
effects of the “new managerialism” in the public sector. A
particular concern has been the system of single‐point entry to the
service and its capacity to provide the police with the managers it
needs to tackle contemporary issues. Points out that calls for reform
have tended to focus on the merits and demerits of an “officer
class” solution. Argues that rhetoric about military‐style elites
for the police has blocked open discussion about the potential
advantages of dual‐or even multiple‐point entry to the service. Examines
the debate and counters criticisms surrounding it through comparisons
with reforms in Britain′s National Health Service, and also with the
Dutch and Japanese police. Argues that direct entry could catalyze
change and improvement in the areas of equal opportunities, specialist
functional management and reward systems at all levels.
A General Critique of the Theory on Public Enterprise: Part
II – How Is Public Enterprise Different from Private?
Authors: Sikorski Douglas
Published: May 2006

There is no general theory of public enterprise (PE), and the
miscellany of separate theorizations on the subject has created a
conceptual quagmire. Advances some hypotheses gleaned from the
literature on the PE concerning confusion in the PE′s objective
function, investment tendencies and cost of capital,
“fairness” as international competitors, influence of the
societal environment, and other major theoretical issues. Hypotheses are
modified to accommodate the Singapore experience with PEs. Singapore
represents a rare phenomenon – a case of a successful PE system.
The Role of the Information Systems Function and
Organizational Need: An Example of Local Authority ″Competitive″
Services
Authors: Hackney Raymond A.
Published: May 2006

The information systems (IS) function dominates the delivery of
information technology within UK local authorities. There is increasing
evidence that many services will now be subjected to competitive
tendering. Describes a research project which sought to identify the
current organizational arrangement for IS to meet these needs.
The Power of Upward Appraisal
Authors: Dignall Trevor
Published: May 2006

Describes how Federal Express Business Logistics introduced Survey
Feedback Action, an upward appraisal scheme. Each employer is asked to
complete a survey every year, containing appraisal questions on their
managers. Return rates are well over 90 per cent. After analyses every
manager is given a personal score.
Directing and the Learning Board
Authors: Garratt Bob
Published: May 2006

Argues that few directors know what their role is. Having had no
training or development, directors can revert back to managing, rather
than direction‐giving. Discusses the new pressures which are forcing
directors to rethink their roles. Directors must act as the business
brain of the enterprise, rather than engage in head‐down managing.
Argues that the learning board′s major role is the creation of a
learning organization, and that learning cycles are necessary, which
bring policy formulation, strategic thinking and operational review into
a natural rhythm.
Getting a ″GRIP″ on Top Teams
Authors: Plant Roger
Published: May 2006

Teams are vital for business survival. When top teams ask for
team‐building what do they really mean? More importantly, what should
they get? Explores the many possible objectives of team development and
suggests a diagnostic framework for identifying the priority areas.
Identifies the key elements of team performance as goals, roles,
interpersonal relationships and processes (GRIP) as a basis to serve for
diagnosis of priority issues to be addressed in a team development
event. Discusses options for design and style of event or approach.
Provides a checklist of key questions for identifying which of the GRIP
elements needs to be addressed as a matter of priority.
Mission Orientations and Deans′ Perceptions: Implications
for the New AACSB Accreditation Standards
Authors: Cotton Chester C. , McKenna John F. , Van Auken Stuart , Yeider Richard A.
Published: May 2006

Attitudes of deans of American Assembly of Collegiate Schools of
Business (AACSB) accredited schools/colleges of business were surveyed
regarding nine areas central to the practice of collegiate level
business education. These deans were then classified into three
categories in a manner consistent with the new AACSB standards for
accreditation. Finally, a one‐way ANOVA indicated the degree to which
the attitudes of these groups of deans differed across items on the
original instrument. The study suggests implications for the revised
accreditation process of the AACSB.
Curriculum Change: Bold Thrusts or Timid Extensions
Authors: Cook Curtis W.
Published: May 2006

With the accelerated impact of external forces on business school
academic programmes, a key question that faculty and administrators must
address is whether to continue to pursue incremental curriculum
extensions (the traditional approach) or to undertake large‐scale reform
and innovation efforts. A case is made that bold thrusts at large‐scale
change are more likely to enhance educational relevance, invigorate
faculty, and draw the B‐school closer to its primary customer‐the
corporate community. Offers a propositional framework, built on seven
principles of change applied directly to the process of curriculum
change. Each proposition is supported with one or two mini cases drawn
from experience within a large, publicly‐assisted university. By
building on a series of bold, curriculum thrusts that include
constituencies as active partners, a school will transform its character
and strengthen quality.
Privatization: An Overview
Authors: Alkhafaji Abbass F.
Published: May 2006

Discusses the issue of privatization and its relationship with the
government. Answers the question of who should perform certain
governmental services and why they should be performed by that
particular organization. Compares the privatization process in the
United States and European countries. Finally explains why politicians
do not resort to more private services.
Towards Polyphonic Organization
Authors: Hazen Mary Ann
Published: May 2006

The concept of polyphony, taken from music and extended by literary critic Bakhtin to describe the world of Dostoevsky′s novels, provides a metaphor for understanding patterns of organizing among those who hold beliefs and values from a variety of backgrounds. Addresses organization as multiple discourses. Describes Bakhtin′s work and uses it to generate ideas about how people organize to perform complex tasks and change their patterns of interaction.
An uplifting experience
Authors: Bodart Dominic
Published: May 2006

Describes a more effective way of changing culture in industry and examines why so many companies are doing it wrong. Looks at two approaches to change and at the circumstances in which each of them should be used. Addresses the reasons why companies should initiate change from the bottom up.
Favourable recipe
Authors: Cottrell John
Published: May 2006

Presents an analysis of a recent survey in The TQM Magazine entitled “Total Quality ‐ the formula for success”. States that companies which successfully practice TQM share the following characteristics: an emphasis on tangible results; an insistence on performance measurement; an integrated programme; and clear commitment from top management. Goes into greater detail in each of these four areas.
Leading by example
Authors: Duffin Murray
Published: May 2006

Argues that in order to change the corporate culture, management should focus on changing its own behaviour first, before leading the rest of the organization into a new culture. Examines differences between organizational and management culture, and introduces the management culture continuum. States that planned culture change is most likely to fail if measurement of progress is not consistent and supportive of the desired behaviour. Provides a five‐step method of gradually changing corporate culture through management behaviour.
Surveying the scene
Authors: Coulson‐Thomas Colin J.
Published: May 2006

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain the necessary skills, management should adopt more of the attitudes, approaches, tools and techniques that have transformed management performance in benchmark companies. Uses the case of Rank Xerox to illustrate how a quality culture might be created.
Opening the door to improvement
Authors: Lee‐Mortimer Andrew
Published: May 2006

Demonstrates how management consultancy CMG has conserved its open culture, despite having grown dramatically in size. Identifies the ways in which the company transfers its strong culture to newly acquired companies through Training and education. Notes that the adoption of a TQM policy over the last few years has been seen as the next step in maintaining and improving the working environment, and also as a way of helping staff to approach the issue of quality in a more specific way.
On the right track
Authors: Delsanter Judith M.
Published: May 2006

Examines the quality programme initiated by freight train company Southern Pacific Lines in order to become more competitive. Chronicles the design, introduction and implementation of their quality initiative. Looks at the measures taken to improve on problem areas and at the importance of Training and education in implementing the quality programme.
An enlightening experience
Authors: Ipacs Miklos
Published: May 2006

Profiles a Hungarian company which produces electric lighting equipment, and examines the ways in which it has escaped the constraints of its cultural background by implementing TQM tools and techniques. Shows how the emphasis placed on quality, Customer service and cost reduction, together with re‐evaluation of jobs and plenty of staff Training has led to the creation of a quality culture.
Improving the quality of life
Authors: Creelman James
Published: May 2006

Introduces the “Quality North Campaign” of 1991: the motivation behind the campaign′s creation; the organisers; the features of the week‐long event; and the companies taking part. Takes a look at how the participants are helping to encourage quality initiatives in local businesses.
Start at the very beginning
Authors: Brown Philip , Cousins Paul
Published: May 2006

Looks at the changes that have been brought about in the role of purchasing departments by the advent of TQM. Explains why the purchasing function must be involved in TQM from the outset, as the quality of the raw materials or parts inevitably affects the quality of the end result. Claims that the move towards flexible manufacturing places even more emphasis on the need for purchasing to be a part of the TQM programme, forming a relationship with suppliers whereby goods are delivered just‐in‐time. Describes the changes which need to be made in order that purchasing can better support the TQM programme.
Accounting for improvement
Authors: Payne Bernard J.
Published: May 2006

Identifies potential barriers and problems involved in carrying out a quality costing evaluation. Examines the reasons for quality costing and what kind of costing systems needs to be set up. Provides a case study of one organization′s quality costing evaluation, which has been correctly carried out and which has lead to dramatic improvements in quality costs.
Information holds the key
Authors: Knock Allan
Published: May 2006

Reports on how one company transformed its performance over a period of nine years by its use of quality costing and quality control techniques. Concentrates mainly on the company′s evaluation of warranty costs and on the implementation of a manufacturing resource planning programme.
Discovering hidden truths
Authors: Lacey Phil
Published: May 2006

Aims to show how collecting the costs of quality can change the way in which management perceives what is happening in an organization. Defines what cost of quality means. Explains how to establish the cost of quality in all areas of the business, from customer complaints to production yield, capital projects and process control. Concludes that the value of cost of quality evaluations is the challenge it provides to existing attitudes by comparing existing practices against perfection.
Healthy competition
Authors: Blades Mabel
Published: May 2006

Tackles the subject of National Health Service (NHS) reforms in the UK which have forced hospitals to behave more like businesses, for example, many are now looking at the cost of quality in health care. Examines the quality initiatives supported by the Department of Health and covers the work done by the NHS management executive. Investigates areas where cost of quality is high, as well as investigating the costs of failure.
The price of wasting time
Authors: Thomassen Jean‐Pierre , van der Wiele Ton
Published: May 2006

Explains the reasons why failure cost analysis should be carried out for a banking organization. Details a case study of a Dutch bank and the method used to carry out a failure cost analysis: defining, measuring and reducing the different kinds of failure costs. Provides, for each of these three stages, an in‐depth explanation of how the process was carried out. Concludes that in other organizations with labour‐intensive administrative processes, the method can be used to reduce costs in the same way, with the added benefit of increased employee and customer satisfaction.
One for the records
Authors: Johnston Irene
Published: May 2006

Spotlights the problem of increases in administration brought about by more widespread certification to the ISO 9000 and BS 5750 standards. Introduces a quality records management system that has been designed to solve the problem of “administrative overload”, however, it also collects and collates data in several categories to provide accessible records on different subjects. Presents two case studies of businesses that are currently using the system and examines how each benefits from the features on offer.
Holding the gains
Authors: Davies Paul
Published: May 2006

Highlights ways in which companies can measure the performance of their TQM programmes. Warns that in order to avoid a fall‐off in enthusiasm for TQM, managers need to keep a constant eye open and constantly stimulate interest. Suggests that one way of showing evidence of improvement so far, and motivating employees further, is by benchmarking.
Taking on the world
Authors: Jackson Grayson C.
Published: May 2006

Examines the drivers for the increased interest in benchmarking: global competition, quality awards and breakthrough improvements. Demonstrates how, why and whom to benchmark in order for the operation to be successful. Explodes some current benchmarking myths and mistakes and provides a list of five “must do” steps to success. States that, done correctly, benchmarking can indicate not only what improvements are needed, but also how to achieve them.
Clearing up the confusion
Authors: Hollings Lyn
Published: May 2006

Explores some of the misconceptions surrounding benchmarking, examining what benchmarking is not, before examining what it is. Answers many of the frequently asked questions about benchmarking. Lists four main ways of finding best practice: internal, competitor, functional and generic benchmarking.
Creating the right balance
Authors: Williams Melanie
Published: May 2006

Reports on the introduction of a quality culture to Mercury Communications in order to help the company control and direct its growth. Examines the reasons why the quality Customer services programme which was implemented did not succeed as well as expected. Observes how the quality culture was later successfully implemented and at subsequent developments made by the company, including process quality teams, quality action teams and quality improvement teams.
Envisaging the message
Authors: Creelman James
Published: May 2006

Investigates the increasing popularity of the video as a medium for TQM Training. Debates the advantages and disadvantages of using case studies as the subject matter of these Training videos. Reviews the better products on the market and highlights the fact that videos alone do not constitute an adequate Training programme, they must be backed up by a total quality strategy and by other resources. Concludes that videos should not be used as an easy way out of TQM Training, but that used correctly they can be a fast and effective way of spreading the quality message.
Putting the customer first
Authors: Chase Rory L.
Published: May 2006

Considers the Total Quality culture of Texas Instruments, based predominantly on its commitment to customer satisfaction. Reports on how this quality culture was established, first in the parent company, and subsequently at the manufacturing plant in the UK. Looks at the organizational structure that underpins the success of its quality culture, and at the four tenets of its “Customer #1” policy: teamwork, policy deployment, management by fact, and excellence.
Mapping out improvement
Authors: Davies R.J.
Published: May 2006

Reflects on a new scheme at British Airways which aims to improve process management in a number of customer contact areas ‐ in this case, the “arrivals” process at Heathrow Airport. Describes the process of benchmarking the nearest competitors in order to ascertain their service levels, and British Airways′ “service fail points”, which occur where customer expectations are not met. As a result, new performance indicators and guidelines for station and ground staff are developed.
No eulogies for TQM
Authors: Albrecht Karl
Published: May 2006

States that the TQM approach to quality is going out of fashion, takes as evidence of this the fact that examiners for the Baldrige Award are looking for evidence of customer focus and effective leadership rather than merely a rigid application of TQM methods. Compares the decline of TQM to that experienced by management by objectives in the past.
A balanced performance
Authors: Wright Vicky , Brading Liz
Published: May 2006

Asks whether performance‐related pay can be compatible with TQM and examines the opinions of leading “gurus” on the subject. Looks at examples of good practice in performance management in the United Kingdom and at the practical issues involved for an organization using TQM. Indicates how remuneration can be linked to several aspects of performance, both individual and in groups. Contends that if an organization is willing to invest money in a quality programme then it seems sensible to “link pay to the practices and process associated with organizational success”.
Paying for quality
Authors: Ivey Evan
Published: May 2006

Addresses the issue of performance‐related pay in a TQM environment, pay being an area which has been rather neglected in most TQM textbooks. Suggests that the problem lies in converting the wider goals of quality into measurable targets for appraisal. Reveals the result of a survey in which employees stated that performance‐related pay did not encourage teamwork and that it was not a fair system.
Calculating the benefits
Authors: Pike John , Hewins Mike
Published: May 2006

Asks whether cost benefits from TQM can be substantiated, and what period of time is needed for them to impact on business performance. Presents the results of a recent survey which aimed to discover how the cost benefits of TQM programmes were measured by companies. Reveals that experienced companies measure success through improved Customer service (reductions in errors in process and service).
Banking on new ideas
Authors: Lee‐Mortimer Andrew
Published: May 2006

Reports on the use of performance incentives at Girobank in order to involve staff and gain their commitment to TQM. The staff recognition scheme was originally designed to encourage and maximise participation of employees, it has now developed into a series of three awards both symbolic and monetary, which recognise staff contribution. Running alongside this is the suggestions scheme which is administered by management, who give feedback on ideas, and in which successful suggestions are rewarded according to a points system. States that the reward system has not only improved Service quality and saved the company money, but has also kept employee enthusiasm for TQM at a high level.
Visions for the future
Authors: Lund Klaus , Thomsen Claus
Published: May 2006

Offers the authors′ predictions of how TQM will develop in the near future: states that an increased number of quality key figures will be presented at board meetings; predicts an increase in public access to comparisons of company quality; believes there will be a rise in numbers of ISO 9000 certified companies in the service and public sectors; contends that quality will become integrated into management systems, including reward schemes and employee evaluation appraisals.
Wall to wall commitment
Authors: Williams Melanie
Published: May 2006

Examines the commitment of Milliken Contract Carpets in the United Kingdom to improve the quality of product and service as perceived by the customer. Describes the background to the adoption of TQM by the parent company, which has defined its approach as “pursuit of excellence”, and which constantly strives to improve quality by benchmarking competitors and by Training managers. Reports on its uses of process improvement teams, customer action teams and supplier action teams which work together to improve quality throughout the organization.
Profiting from commitment
Authors: Ashton Chris
Published: May 2006

Examines the implementation of profit sharing and employee ownership schemes, uses some case examples to show how the popularity of these concepts has grown over the years. Presents the results of recent research on top management views of such schemes, which show a high percentage of managers in favour of them in order to encourage employee involvement and commitment. Looks at the gains and benefits that may follow as a result of these schemes, but also warns that there may be problems too if the schemes are not properly thought out.
Formulating a plan of action
Authors: Creelman James
Published: May 2006

Discusses the implementation of a TQM programme at Armstrong Europe Services (AES) and the problem‐solving Training workshops which it introduced to help achieve its goal of an 80 per cent reduction in non‐conformance within five years, in all areas of the business. Notes the interest generated among employees by the set‐up of corrective action teams and that efforts were subsequently made to involve as many employees as possible. Looks at how the company tackles the subject of customer satisfaction, starting with annual customer Surveys and then creating action plans for improvement. Relates how the principles of TQM, or process improvement as AES calls it, were applied to the sales divisions.
Teamwork through Training
Authors: Sellick Steve
Published: May 2006

Describes the “Quest for quality” initiative begun by a corrugated cardboard manufacturer in 1989 in order to make the business profitable and more competitive. Starts with the customer and employee Surveys which were carried out, and the action plan which was developed from them. Explains how the field sales personnel, who are the customers′ first point of contact with the company, were trained and brought together as a team using the same total quality initiatives that were being used in the rest of the company. Shows how the results of customer Surveys were then fed back to the sales team in order for them to improve their performance.
Selling satisfaction
Authors: Ashton Chris
Published: May 2006

Comments on the changes in attitude of sales personnel now that customers wield more power; customer satisfaction, customer care and quality are priorities now that companies cannot afford to lose existing customers and have to work hard to attract new ones. Studies examples of how sales staff in both newspaper advertising and in software companies have been trained to deliver better Customer service. Looks at ways in which the sales function has changed and will change in the future, creating the need for corresponding changes in job description.
3M′s got it taped
Authors: Taeger David
Published: May 2006

Spotlights 3M′s “Q90s” quality initiative as part of which, the company′s performance in each of seven areas is benchmarked around the world. Addresses the need to introduce TQM programmes differently to the sales and marketing or manufacturing, engineering and technical functions in a company, according to their different cultures. Shows how the fundamentals of marketing (such as the four Ps) have themselves been used to “sell” TQM to the sales and marketing functions. Examines the difficulties in measuring the success of the quality process in a sales and marketing group.
Registering commitment?
Authors: Tweed Jonathan
Published: May 2006

Addresses the question of whether registration is appropriate for the sales and marketing divisions within companies in the light of Kodak Ltd′s experience of registering the marketing, sales and Customer service department of their Health Sciences Division to Marketing Quality Assurance. Looks at the reasons behind their registration, considers that weekly meetings and newsletters were essential in keeping the process flowing smoothly. Highlights the emphasis placed on Training, especially the audit sessions. Describes how improvements have been measured by benchmarking, using employee and customer Surveys.
Channelling customer loyalty
Authors: Brooks Roger , Wragg Tim
Published: May 2006

Describes how focusing on total product quality (TPQ) can provide a new form of competitive differentiation, bearing in mind the move towards product parity. Considers that the role of marketing is vitally important in building TPQ, as a good quality product can be so easily let down by poor Service quality. States that service should be used to sell products in the marketplace and create added value for the customer.
Centring on excellence
Authors: Williams Melanie
Published: May 2006

Reports on the creation of the Northern Ireland Quality Centre, established to improve the standard of the business community, exchange information on TQM and reward companies for their improvements. The centre provides extensive resources and advice for companies implementing TQM, or those that are interested in finding out more about it. It also organises the Northern Ireland Quality Awards, using the Baldrige Award as a base for its model. Covers one of the companies that was an award winner in 1992, looking at the quality programme which it implemented.
Public awareness
Authors: Clark Frances A.
Published: May 2006

Describes the pressures on public sector services to become more profitable and competitive as well as increasing Service quality to their customers. Details the particular characteristics that define “customer” and “service”. Provides a method of managing for quality, including the setting of quality goals, identifying customer requirements and creating performance standards relating to the quality goals. Offers ways of facilitating the adoption of these standards, one of which is benchmarking; a second is accreditation to ISO 9000 standards; and a third is Training and rewarding people for quality.
Sowing the seeds of change
Authors: Duffin Murray
Published: May 2006

Examines the adoption of TQM by SGS‐Thomson, which first created a semiconductor user reliability evaluation (SURE) quality policy in the late 1970s. Charts the development of statistical process control (SPC) steering committees and the introduction of failure mode effect analysis (FMEA); covers the publication of corporate standards for quality, manufacturing and service; looks at the suggestion schemes launched at each site. Summarizes the SGS‐Thomson quality journey as of 1991, when the organization formally recognised the need to become a TQM company; includes the problems incurred and the lessons learned.
Weaving in satisfaction
Authors: Williams Melanie
Published: May 2006

Explains the decision of Ulster Carpets to choose “total customer satisfaction” (TCS) over traditional “total quality management”, in order to involve the entire workforce in their quality programme. Details the company′s use of awareness sessions and Training to involve employees, as well as the display of successful project teams′ achievements on the TCS noticeboards. Indicates how the directors saw winning the Northern Ireland Quality Award for manufacturing as an opportunity to recognise the employees′ contribution to the company′s success, and also as a way of making more improvements, using the feedback from the award judges.
TACKLING SICKNESS: A MANPOWER PLANNING APPROACH
Authors: Flintham Neil , Stinson Ian
Published: May 2006

Looks at ways of reducing sickness levels through efficient
manpower planning rather than traditional operational methods. Presents
framework of research undertaken at North Herts NHS Trust and
recommendations arising from process and findings.