bluuebunny/crossref_metadata_2025 huggingface dataset:
Multi‐level gender conflict analysis and organizational change
Authors: Cheng Cliff
Published: July 2002

Examines a seemingly simple case of gender conflict by analysing
the multi‐levelled, intra‐personal, interpersonal‐intergroup, and mass
unconsciousness of gender conflict. Both process analysis and
psychodynamic analysis are used to show that gender does not stand apart
from other demographic diversity factors.
Preventing workplace harassment: an organizational change perspective
Authors: Deadrick Diana L. , McAfee R. Bruce , Champagne Paul J.
Published: July 2002

Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid litigation, a neglected issue is how to prevent illegal harassment more effectively. Describes an organization change approach to developing an environment of mutual respect. When harassment prevention is examined from this perspective, the critical issues involve how to increase awareness about harassment, how to incorporate employee input and involvement in the change process, and how to develop employee responsibility for maintaining a harassment‐free work environment. Recommendations encourage managers to change the way they approach the problem of harassment.
A model of lame duck situations in changing organizations
Authors: Krell Terence C. , Spich Robert S.
Published: July 2002

Change efforts today must take into account the increasing number of lame duck employees created by the turbulent business environment and the resultant early retirements, expected plant closings and widespread lay‐ offs. Develops a model of the lame duck situation in organizations, which includes interaction effects with others in the organization, the environment and the organizational environment. Hypothesizes a three‐dimensional attitude construct which explains some of the relevant dynamics, and suggests implications for change efforts and opportunities for future research.
Flowering feminism: consciousness raising at work
Authors: Segal Amy
Published: July 2002

The author uses a novel narrative style to detail the stories of two women coming to feminism and the impact organizational experiences have had on their gender awareness. Frames these two stories by detailing her own journey in becoming a feminist. Together the stories bear witness to the importance of organizational experiences in shaping their identities, specifically in relationship to their awareness of gender, and conversely how their identities in turn affect the way we approach and make sense of their lives inside and beyond organizations.
A postmodern spiritual future for work
Authors: Biberman Jerry , Whitty Michael
Published: July 2002

Contends that predictions of the end of work as we know it, and a bleak jobless future, as we head into the twenty‐first century, derive from a modernist paradigm of work ‐ a paradigm that has been the prevailing paradigm for the past 100 years. Seeks to provide a more hopeful and humane paradigm for the future of work ‐ a model based on spiritual guidelines and principles. Describes characteristics of each paradigm and then contrasts them on both the individual manager and organization levels. Explores how these principles could be applied to produce power in organizational settings.
Grassroots ecopreneurs: change agents for a sustainable society
Authors: Pastakia Astad
Published: July 2002

Business entrepreneurs contribute to socio‐economic development and change through their commercial enterprises. Enterprising individuals seeking to change society or address social issues through an organized initiative have often been referred to as social entrepreneurs. The past decade has witnessed the emergence of a new breed of eco‐conscious change agents who may be called ecological entrepreneurs (ecopreneurs for short). This paper focuses on the strategies developed by six grassroots ecopreneurs drawn from two Indian states, Gujarat and Maharashtra, in the field of alternative agriculture. The cases in this sample consist of individuals who try to diffuse innovations developed by themselves. The paper also explains the conceptual differences between two types of ecopreneurs and provides the theoretical sampling frame; it discusses the research objectives and methodology and presents the ecopreneurs and their efforts at diffusing their eco‐friendly ideas and innovations. Finally, the paper focuses on two important barriers to ecopreneurship, describes the strategies used to overcome these barriers and draws conclusions.
Collective entrepreneurship: the mobilization of college and university recycling coordinators
Authors: Lounsbury Michael
Published: July 2002

Most theories of entrepreneurship have focused on explaining individual actions, neglecting the extent to which entrepreneurs are embedded in particular socio‐historical contexts that shape both opportunity structures and the interactions that enable particular entrepreneurial responses to opportunities. Evidence from an ethnography of college and university recycling coordinators and programs is drawn on to extend the concept of “collective entrepreneurship” to account for broader social dynamics having to do with the construction of a recycling coordinator occupational identity and resource mobilization oriented towards the defense of that identity. Social marginality and linkage to a wider environmental social movement are argued to be the key conditions that made the collective efforts of recycling coordinators to safeguard and increase the status of their nascent occupation possible.
The Thai foundation quality system standard
Authors: Tannock J.D.T. , Krasachol L.
Published: July 2002

Reports on the Thai Foundation Quality System Standard (TFQSS) project which aimed to develop a basic quality management system standard for small Thai manufacturing businesses to assist them in increasing awareness of quality and develop towards the ISO 9000 series standards, without introducing unnecessary complexity or cost. The project involved five small Thai companies who were assisted by a project facilitator in the development of quality systems to meet the requirements of the TFQSS. The choice of companies was representative of typical Thai small manufacturing businesses, and covered a number of significant industry types. The five companies, all made considerable progress in quality management and have achieved the requirements of the standard at audit. The standard was initially seen by most collaborating companies as a significant challenge, and yet was achieved by all in about one half of the average implementation period for ISO 9002. Most of the companies, after having achieved TFQSS were confidently planning to move further in quality management, towards either ISO 9000 or TQM. Describes the TFQSS project, outlines the contents of the standard, and compares it with another basic national quality standard, Q‐Base Code from New Zealand, and with ISO 9001.
Overview of the quality movement in the South Pacific islands
Authors: Djerdjour Mohamed
Published: July 2002

Presents a brief assessment of the quality movement in Fiji, which has the largest economy in the South Pacific islands. Relates the history of the beginning of the movement, then presents the means used by Fiji to introduce the quality movement in the country by the creation of the FNTC, the organization of the national quality convention and the establishment of the Fiji quality awards. Concludes by mentioning that Fiji is on the right track and that it also has a lead in the promotion of quality in the South Pacific Islands and in the developing worlds.
Re‐thinking TQM: toward a framework for facilitating learning and change in construction organizations
Authors: Love Peter E.D. , Li Heng , Irani Zahir , Holt Gary D.
Published: July 2002

Organizations in the construction industry have eschewed implementing TQM practices because short‐term benefits are relatively minimal. As a result, re‐engineering has emerged as an alternative to change. Albeit re‐engineering seeks radical performance improvements, the path to its implementation is incremental. Therefore, organizational change should be viewed as a continuous process rather than a static or “one‐off” event. Before construction organizations consider implementing re‐engineering initiatives, they should re‐address their existing approaches to quality, so that an adaptive learning TQM culture can be cultivated. In striving for this ambition and based on a review and synthesis of the literature, a framework for facilitating organizational learning and change in construction organizations is presented.
Learning by auditing: a knowledge creating approach
Authors: Beckett Ron , Murray Peter
Published: July 2002

The following case study demonstrates how an organisation can integrate learning with normal business processes so that it not only shares its knowledge and continuously improves at a high rate, but also, achieves this without significant disruption to its routine business. Against a background of traditional learning techniques that advocate linear learning, the study advances the theme of multiple learning processes to facilitate a more flexible approach to organisational learning. The study describes how auditing can be used as a learning tool to detect potential problems before they become operationally troublesome. A number of audit processes outline how an organisation can expedite collective learning, generate considerable quantities of information, and consider early responses to forces of change.
Employee involvement and quality management
Authors: Sun Hongyi , Kee Hui Ip , Tam Agnes Y.K. , Frick Jan
Published: July 2002

This paper records the research on the investigation of the empirical relationship between employee involvement (EI) and quality management. It is based on data from a survey of 180 manufacturing companies. The main findings are: EI is positively correlated with total quality management (TQM) enablers; EI is positively correlated with improvements in business performance; EI positively influences the contribution of TQM to the improvement of business performance; EI is marginally related to ISO registration; and EI has no effect on the contribution of ISO 9000 registration. The conclusion is that EI should be incorporated into TQM and ISO 9000 registration. Implications for practice and future research are also discussed.
Social‐dynamical aspects of quality management in NPD
Authors: Fisscher Olaf A.M. , de Weerd‐Nederhof Petra C.
Published: July 2002

Total quality management (TQM) for new product development (NPD) implies first, external quality (EQ): a focus on market demands and organizational embedding; second, internal quality (IQ): the efficiency of the primary NPD processes, and third, process quality (PQ): an orientation on development of NPD competencies. Good quality management in NPD concerning all three types of quality is only achieved when, in addition to the so‐called system‐technical approach, ample attention is paid to the social dynamics of NPD management. Social dynamics are a main element of dynamic NPD management, which further comprises configurational dynamics and the balancing of short‐ and long‐term NPD performance (again in terms of EQ, IQ and PQ). Three clusters of social‐dynamical aspects are worked out conceptually, operationalized and linked to performance: leadership, collective mind and narratives. Based on a multiple case study research, empirical findings will be presented concerning social‐dynamical aspects in practice. In our conclusions we will also reflect upon the usefulness of these concepts for further theory development in the area of dynamic NPD management related to TQM.
Requirements engineering and management: the key to designing quality complex systems
Authors: Carr Joseph J.
Published: July 2002

Very few high technology acquisition projects are successful. Problems occur far too often, regardless of whether one is acquiring clinical or business information systems, patient monitoring systems, or therapeutic and diagnostic systems. The odds are good that the project will be delivered late, cost far more than predicted, and not provide all of the features promised. Only 9 percent of projects are on time and under budget, and only about 16 percent deliver what was promised. The principal reason for project failure is improper management of the requirements of the system. Requirements engineering and management (REAM) is a skill from the systems engineering profession that can be learned by nearly any professional who is managing a technology acquisition project. This paper will tell you what REAM is and how it is done.
Business excellence in the public sector – a comparison of two sub‐groups with the “private” service sector
Authors: Prabhu Vas B. , Robson Andrew , Mitchell Ed
Published: July 2002

Over the past decade, the public sector in the UK has made great effort in adopting business excellence thinking. To what extent have such practices taken root and what has been their impact? Presents some of the key results from a recent empirical study of 119 public sector organisations in North‐East England. They show considerable strengths in some of the related HR practices, leadership issues, service delivery and quality matters. Equally, many of them face major challenges in adopting appropriate performance measurement systems, in eliminating waste and reducing costs, and in being innovative in service design.
The strategic impact and implementation of TQM
Authors: Leonard Denis , McAdam Rodney
Published: July 2002

The aim of this paper is to conduct an inductive grounded theory study into the strategic impact of total quality management (TQM). The strategic importance of TQM has been argued for some considerable time (at least ten years or more). The resulting discourse has led to corporate strategy being considered as inherent in TQM. Despite an acknowledgement of the existence of this relationship, there is a paucity of research which seeks to investigate the key issues involved. A grounded theory research methodology was developed using 19 grounded case studies of organisations which were involved in TQM and which had well‐developed strategic planning processes. First, it was found that there was an inconsistency in TQM terminology, especially in regard to TQM’s integration with the strategic planning process. Second, TQM was only articulated as a means of achieving a target, which has been set at strategic level. Finally, the results indicated that TQM plays a key role in strategy implementation, as distinct from strategic formulation, within the organisations.
A Question of Understanding
Authors: Mackowski Steven J.
Published: July 2002

Confusion and mystique about quality is the main reason behind its lack
of use. As the movement has grown, the appropriateness of the
definitions and understanding has not been reconsidered. Commonly
referenced terms are presented in terms of their relationship to
quality, control, quality assurance and (total) quality management.
Introduces a new concept of quality to describe more accurately quality
in (total) quality management terms.
Does TQM Impact on Bottom‐line Results?
Authors: Zairi M. , Letza S.R. , Oakland J.S.
Published: July 2002

The US General Accounts Office (GAO) study is, arguably, the first
Western attempt at linking TQM and bottom‐line results. The study
focused on the top 20 scorers of the Malcolm Baldrige National Quality
Award (MBNQA) in the period of 1988‐89. Following the findings of the
GAO study, the Bradford study was conducted in order to establish
whether similar patterns of behaviour were emerging within European
companies which are pioneering TQM and trying to enhance
competitiveness. The information used for this analysis was focused on
“hard” bottom‐line business indicators. The performance indicators chosen
reflect business performance both in the short term and the long term.
They include both “softer” or people‐related measures, such as employee
trends and remuneration, and “hard” measures such as those which are
efficiency‐driven. The sample of 29 companies studied was chosen on the
basis of good knowledge of their TQM programmes. The analysis was
conducted over a five‐year span, since it was assumed that this would be
a reasonable period for TQM implementation to start to yield to positive
results.
Total Quality Management: A Framework for Application in Manufacturing
Authors: Mustafa Pulat B.
Published: July 2002

Presents the philosophy of TQM and operational elements which allow its
application in a manufacturing environment. Describes eight such
elements including management leadership, employee involvement, customer
focus, fact‐based decision making, continuous improvement, benchmarking,
responsibility for quality at the source, and quality function
deployment. These elements are then positioned in an evolutionary model
for a step‐by‐step introduction of TQM into a manufacturing environment.
Finally, discusses some of the expected benefits with improvement
examples from the factory where the author is employed.
Service Level Agreements
Authors: Hiles Andrew N.
Published: July 2002

Explains what a service level agreement (SLA) is and describes the
benefits of an SLA both as a catalyst to service management and to
delivering appropriate, cost‐effective service quality. Examines the
application of SLAs in a wide variety of service areas and establishes
their importance to market testing and benchmarking. Describes the
content of an SLA and outlines the steps to successful implementation.
Identifies service quality measurement, using effective quality metrics,
and credible service quality monitoring as key factors for success
– identifies the pitfalls, too.
TQM and Health Care
Authors: Dershin Harvey
Published: July 2002

Uses the example of a craftworker to illustrate high quality production
and to emphasize the essential elements in such a process of being
customer‐focused, having customized products, work conducted as an
integrated whole, personalized by the individual and with the
application of continuous improvement. Draws on and discusses the work
of Juran and others in consideration of the transition from the skilled
craftsperson to mass production and the effect on quality. Parallels
factory work and the delivery of health care and concludes that poorly
designed processes doom many health‐care workers to perpetual
frustration. Equates health‐care workers – physicians, nurses and
technicians – with craftworkers who wish to provide a quality service
containing all those elements listed above.
The Role of Work Study in TQM
Authors: Brown Stephen
Published: July 2002

Links the role of work study to TQM and argues that work study methods
can play an integral part in TQM. Argues that many TQM programmes fail
because they do not have measurement techniques in place which TQM
requires on an ongoing basis. Suggests that work study methods provide
necessary tools and techniques for TQM.
TQM: What is Wrong with the Terminology
Authors: Zairi Mohamed
Published: July 2002

Discusses the current confusion over the meaning of total quality
management (TQM). Failure associated with TQM implementation is often
due to the failure of managers to introduce it effectively. TQM is being
demanded by customers, even in public sector and non‐profit‐making
organizations; it is a global and universal philosophy of management and
is here to stay. There is a need to develop more university and college
courses on TQM and related areas. In Japan, the philosophy of TQM is
well embedded in all aspects of business life and the public sector. The
challenge for all of us is to make TQM work effectively in any sector,
to ensure that organizations optimize its benefits, to develop it as a
philosophy of modern management so it can address future challenges and
to integrate it in our education systems.
Quality in Retail and Distribution
Authors: Macdonald John
Published: July 2002

Retail and distribution is the most customer‐focused of all industries.
Companies which continuously research the market are more likely to
succeed. Discusses reasons for the continued success of Marks & Spencer
and J. Sainsbury are discussed. Quality concepts must be rooted in an
organization, including external factors, e.g. suppliers and
distributors. Even the best companies, faced with the problems of
growth, need to use the concepts of total quality management (TQM) to
maintain their competitive advantage and ensure that their culture lives
on with new employees.
Total Quality Management
Authors: Shields Malcolm
Published: July 2002

A shot in time appraisal of the development of TQM within a relatively
small manufacturing unit (100 people). Details the unit’s original
position, what methodology was used and who took responsibility for the
implementation. Details the benefit gained by the exercise and a
perspective from a team of people striving for continual improvement.
Quality Paradigm
Authors: Cooper Robert
Published: July 2002

Examines what can be achieved with a focus on total customer
satisfaction. The supplier is a customer, the next operator is a
customer etc. The customer chain is reflected from supplier to end user.
World‐class manufacturing was introduced in 1988 and had resulted in ISO
9001 certification from an accredited notified body Investors in People
Award, European Quality Application and in 1994, for the second time,
Queen’s Award for Export. The company produces aids for the disabled:
wheelchairs, scooters, stairlifts and 143 quadrillion different manual
wheelchairs. The company considers itself on the road to total quality
with a few miles on the clock.
BS 5750 – A Logical Step
Authors: Conway Tony
Published: July 2002

Explains why International Training Service, a human resource
development consultancy, decided to work towards BS 5750 and how it
achieved registration to BS 5750 Part One across all of its six sites.
Covering aspects such as time and cost involved, also describes
resistance that had to be overcome among consultants who felt the BS
procedures would mean new, less flexible ways of working. Although it is
as yet too early to assess long‐term benefits, looks at some of the
early signs that all the effort and expense were worthwhile.
To Restructure or Not? That Is the Managerial Question
Authors: Staniforth David
Published: July 2002

Highlights the significance of organizational structure in some typical
UK manufacturing firms. Features current research at the Sheffield
Institute of Work Psychology, University of Sheffield. By determining
structure, senior management is creating the backcloth against which
decision making, communication and responsibilities are set. Sets out to
reiterate the role of structure and examines some of the triggers for
structural change. In striving for adaptive structures, senior
management have to address certain dilemmas, not least the balance
between “quick‐fix” solutions and longer term strategic planning. Whether
a change in structure represents a fundamental change in attitudes on
the part of all employees or an attempt by the MD to redefine control is
discussed. Concludes that most UK manufacturing firms in the Centre for
Economic Performance survey retain functional structures, but have
undergone significant changes in terms of levels and roles.
Quality Management in Police Services
Authors: Galloway Robert A.
Published: July 2002

The first in a series of articles on “customer oriented policing”.
Assesses the value structure necessary for successful implementation of
management for quality and productivity improvement. Argues that private
sector practices may be applied to the public sector and that customer
satisfaction is fundamental to good service. ’Describes the
organizational restructuring of the Brighton Police Department,
Colorado, USA, the training needed to accomplish customer satisfaction
and the remarkable results achieved.
Developing a TQM excellence model: part 2
Authors: Ho Samuel K. , Fung Christopher K.
Published: July 2002

Part 1 developed a model called LETQMEX standing for LEicester
Business School TQM EXcellence Model based on sound total quality
management (TQM) practices. An intensive questionnaire survey was
conducted based on about 1,800 BS 5750 registered companies in the UK.
The aim of the research is to validate the model against real‐life
practices. This is done by determining whether there are any differences
in the emphasis on quality improvement and which factors contribute to
successful TQM practices. The main finding from the respondents of 110
manufacturing and 51 services firms is that TQM is an essential
requirement for their business success, which can be achieved by good
organization, working environment, operations management systems,
quality circles practices, quality management system, and preventive
maintenance measures. These are the basis for LETQMEX. Finally, the
model can be of assistance to other companies contemplating the TQM
goal.
Quality management in a post‐socialist society
Authors: Nicholls Richard Floyd
Published: July 2002

The economic, political and social damage of Poland’s period as a
Soviet satellite state continues to have major ramifications today. This
is true in the area of quality management. Examines the role of quality
management during the communist period. Goes on to look at what is being
done on the quality front in post‐socialist Poland.
Is your TQM programme successful? A self‐assessment tool for
managers
Authors: Ahmadi Mohammad , Helms Marilyn M.
Published: July 2002

Develops a methodology, including a questionnaire and possible
statistical analyses, to answer the question, “Has the
implementation of the total quality management process been beneficial
in helping my company improve its competitive position?” Empirical
support can be gathered for this question which will allow managers to
make informed decisions about the potential application of TQM.
Continual use of the assessment will provide longitudinal data useful in
benchmarking progress and making necessary implementation adjustments.
Results can aid in company improvement as well as in theory development.
Provides a discussion of the use of this methodology as well as ways to
interpret the findings.
The total teamwork way
Authors: Atkinson Cyril
Published: July 2002

Draws an analogy between a successful work team and a successful
soccer team. Identifies several team types which support TQ operations.
Suggests that work is evolving from reactive problem‐solving teams
towards proactive process improvement teamworking. Illustrates the
development of problem‐solving teamworking and suggests that this style
is now moving into self‐supervising teams. Models the various team types
being utilized within the UK.
TQM – learning from mistakes and getting it right second time
Authors: Hollins Bill
Published: July 2002

Having failed with one TQ initiative, a container manufacturer
realized that, to remain competitive, the implementation of quality
improvements was essential. This programme was undertaken through the
Teaching Company Scheme. The results of this waste reduction programme
show the importance of communication, adequate finance, measurement,
blueprinting and systems.
Quality and reliability through common business environment
Authors: Tennant Charles
Published: July 2002

Rover Group is the UK’s largest automotive manufacturer employing
35,000 people which designs, develops and manufactures vehicles in the
small, medium, executive and specialist four‐wheel‐drive sectors.
Describes the processes deployed at Rover to ensure that quality and
reliability are designed into the product through the new product
introduction process, in order to achieve the company quality strategy
milestones. The quality and reliability processes have been developed as
a project management framework, known internally as “common
business environment”. Describes the product programme milestone
philosophy and supporting processes such as design methodology,
reliability management, cost management and programme timing synthetics.
The processes are deployed into all project teams at Rover Group through
a learning methodology called focused learning. Measurement of common
business environment implementation is carried out at project Q&R
reviews, which are based on the European Foundation for Quality
Management self‐assessment criteria.
Total quality management in higher education
Authors: Holmes George , McElwee Gerard
Published: July 2002

Presents the view that total quality management in higher education
institutions, and the development of a so‐called managerialist ideology,
has led to the inevitable adoption of an approach to human resource
management (HRM) policy and practice which is functionalist. Asserts
that the criteria favoured by managerialism represented by TQM is not
only inappropriate in higher education but that, more importantly, it
limits the productive activity of individuals. This limitation occurs to
the extent that, at the level of the individual “academic”
in higher education organizations, quality control and assurance which
has traditionally been a localized process of self and close peer
review, has become formalized by externally imposed systems and
procedures; a necessary condition under the current funding arrangements
for enabling internal quality assurance systems to meet the requirements
of external agencies. Suggests that only a truly professionalizing,
“soft”, individualistic and user‐focused collegial culture
will provide a sufficient condition for total quality enhancement to
become reality. Provides a summary of the rapidly changing nature of
higher education organizations (and the conditions they face) with
specific reference to the new university sector in the UK. Reviews the
recent literature on human resource management (HRM). Offers
recommendations for strategic managers and those invested with
responsibility for quality in the new universities.
Engineering for conformance
Authors: Swift K.G. , Booker J.D.
Published: July 2002

Argues that the costs and problems of quality are largely predetermined in product development and, therefore, there are limits to what can be achieved thereafter by the application of best‐practice manufacture and quality control. Presents knowledge‐based design‐for‐quality methods which enable a business to identify product characteristics which represent potential failures and their associated costs. Discusses application modes and includes a product case study.
ISO 9000 work instruction ‐ subject: fun
Authors: Stewart William
Published: July 2002

Presents an ISO 9000 standard work instruction for “fun”. Describes activities to maximize the likelihood of creation of a fun work environment. Suggests that fun is a critical factor of employee productivity. Mixes humorous observations with practical advice for management, employees, human resources, and other groups. Reveals that content was aggregated by careful observation of the best and worst in business environments. Concludes that fun and quality improvement are mutually reinforcing.
Appreciation for a system
Authors: Hoare Clive E.
Published: July 2002

Presents some basic systems theory using an amusing scenario. Centres on the Deming imperative that an appreciation for a system is an integral part of a system of profound knowledge. Clarifies the meaning of “appreciation” and “for” in context. Concludes with observations gleaned from the scenario and a challenge to readers.
Measuring quality with fuzzy logic
Authors: Abbott James E.
Published: July 2002

Notes that the seven basic tools of quality management document flow analysis, cause‐and‐effect variables, and linear patterns of process but that in organizational systems composed of human beings, data are not always regular, or logical. Comments that the real world of work does not usually provide black‐and‐white situations and crystal clear data and suggests that quality can be measured with hard logic data, and with qualitative, or fuzzy logic information. Discusses the use of tools that measure non‐quantitative information. Points out that the profound knowledge that Dr Deming taught had its underpinnings in an appreciation for the system as a whole and that to understand quality, one had to commit to the whole. Suggests that it is this holistic view of quality that will be the driving force of the next wave of the total quality management movement and that the ability to measure and analyse the fuzzy processes of a learning organization will move quality leaders into a new paradigm. Points out that the integration of fuzzy logic theory with quality principles in a continuous and unbroken alchemy may lead to dynamic self‐discoveries within the quality movement.
Total quality in ICS
Authors: Shirley Bill
Published: July 2002

Provides a case study of total quality implementation at a company which designs, manufactures and installs safety and control systems, employing over 1,000 staff worldwide. Reports on each stage of the implementation, noting the involvement of a university in the cultural analysis of the company. Claims positive results from the implementation, including reduction in build costs and budget hours; and considers the way ahead, noting that there remains much still to do.
Creating lasting change
Authors: Moran John , Avergun Amy
Published: July 2002

States that change management is a continuous process for organizations wishing to keep pace with their ever‐changing marketplace. The pace of change is faster today than ever before, with the prospect of staying that way for the next few years. Describes how change management is non‐linear with no clearly defined beginning or end. Explains how it is a process which consists of a series of closer and closer approximations of increasingly ambitious goals which are embraced by more and more members of the organization.
Establishing quality systems in research institutes: a progress report
Authors: Pfeifer T. , Wunderlich M.
Published: July 2002

In Europe quality systems have been adopted successfully in many key sectors. Particularly, the ISO 9000 series of standards is applied widely. Research institutes are now showing an interest in setting up a system. It is an opportunity for them to not only to improve their performance but also to reach a quality label. Discusses the successful establishment of a total quality system at the Laboratory for Machine Tools and Production Engineering, Aachen, Germany. In April 1996, it obtained an ISO 9001 certificate, one of the first laboratories to do so. Presents the results of the project to show that research institutes can benefit from a quality system adjusted to their needs.
Using improper costing methods may lead to losses
Authors: Esculier Guy G.
Published: July 2002

The first step in sound business management is to realize that accounting reports complying with tax rules are improper for profit control as quicker and higher frequency reporting is a must together with a different kind of expenses filing. The second step is to choose, for controllership purposes, between absorption, direct or activity based costing. Outlines the reasons why direct costing is the key to effective profit control.
Some thoughts on the dimensional evolution of producing organizations
Authors: Duffin Murray
Published: July 2002

Looks at the development of producing organizations, stretching from the earliest sole craftsman through to the modern day. Notes that “two‐dimensional” organizations have evolved over the last 200‐300 years ‐ the dimensions representing hierarchical and process elements. Suggests that a third dimension ‐ inter‐organizational transfer of knowledge ‐ is now emerging and points to future implications of this for the worker, the manager and the organization.
Why managers oppose TQM
Authors: Feinberg Samuel
Published: July 2002

Managerial resistance to TQM is a function of opposing principles, which emphasise expert knowledge and experience, realism and the importance of individual creativity. Ignoring the valid points of this opposition merely drives resistance underground. An open dialogue on first principles is both necessary for successful TQM implementation and required by TQM principles themselves.
A method for measuring total value towards designing goods and services
Authors: Prasad Biren
Published: July 2002

It has not been enough to include “quality dimensions” into a product or a service and expect the outcome to be world‐class. Total value signifies a set of multidimensional measures towards realizing a competitive product (goods or services) that the customers would like and are willing to pay a premium price for. A “quality dimensions” set is one of its (total value) multidimensional measures. Such multidimensional value considerations would be vital for a company in maintaining a competitive edge in today’s global and rapidly changing marketplace. The first question is why a “quality dimensions” set has not been enough? The second question is what are those multidimensional sets of measures that make‐up this total value content? The last question is how to determine a cumulative total value‐index that accounts for these sets of measures so that an organization could use this total value‐index to optimize its product realization process and thereby control its (an organization’s) degree of competitiveness. The paper attempts to answer these questions.
ISO 9000 or TQM: which approach to adopt ‐ a Canadian case study
Authors: Laszlo George
Published: July 2002

This is a case study of a Canadian privately‐owned manufacturing organisation having about 200 employees that embarked on its quality journey about two years ago. Their choice to continue their quality progress beyond ISO 9001 and to adopt the TQM approach is also described. The details provided are accurate and complete, except that the names have been changed to preserve the confidentiality of the organisation due to the strategic nature of the information presented. Further details about the case study may be available from the author.
Trust for quality
Authors: Peterson Robyn
Published: July 2002

This article explores the linkage between trust and quality in the modern, competitive organization. Essentially it brings out the point that quality and trust are inextricably linked with each other and that organizations should work on building cultures of trust, not cultures of distrust, for their own continuing wellbeing.
Employee response to continuous improvement groups
Authors: Hammersley Geraldine , Pinnington Ashly
Published: July 2002

Continuous improvement groups are teams of employees with special responsibility for improving quality. This paper reports on the first 12 months of a pilot implementation by Land Rover and gives the main results of initial interviews with team members. The analysis concentrates on the attitudes of members who were previously active participants in the quality circle programme, which was formally closed at the end of 1996. The main finding at this stage of the pilot was that these employees welcomed the increased structure and management control of continuous improvement groups where it facilitated improvements to quality consistent with Rover Group’s business goals. Such willingness to accept reduced autonomy in exchange for increased employee involvement and contribution is explained by characterising continuous improvement groups as a stewardship approach to quality management.
ISO 9000: the system emerging from the vicious circle of compliance
Authors: Karapetrovic Stanislav
Published: July 2002

Since they were introduced internationally in 1987, ISO 9000 standards have been criticized for their lack of flexibility, emphasis on bureaucracy and paperwork, deficiency in quality improvement, usefulness of application in small businesses and service organizations, confusing terminology and structure. As the standards are about to enter the new millennium in a revised format, challenges are still many. This paper attempts to look at some of the concerns and misconceptions about the ISO 9000 series, explain their inter‐relationships and to provide at least a partial answer to the ever‐lingering question: “Does ISO 9000 have a future?”
Five years with quality awards in Denmark
Authors: Kristensen Kai , Jørn Juhl Hans
Published: July 2002

In Denmark two different quality awards exist: the Danish Quality Award and the Quality Award for the Public Sector. In this paper we present the average results obtained by public and private applicants to the two existing Danish quality awards. Results are compared between sectors and are also compared across time to show changes in the level of implementation of total quality management in Danish companies. Private companies have improved in nearly all areas from 1993 to 1996. Public institutions have been competing for the first time in 1997 and show a relative strength in enabling areas compared to result areas. Public results in 1997 are very similar to the private results from 1993. Furthermore we describe the quality situation in Denmark and the plans for further development with particular emphasis on the role that the Danish Quality Award Organisation is expected to play in the future.
Implementing a quality management program – three Cs of success: commitment, culture, cost
Authors: Laszlo George P.
Published: July 2002

This article presents the point of view that there are three fundamental prerequisites that are required for the successful implementation of a quality management approach within any organization ‐ commitment, culture, and cost. The case is made that quality management is not just an extension of other quality‐related initiatives because a distinct shift in culture is needed to embraces its unique precepts that transcend the quality function into strategic and process management. The scope includes people, customers, suppliers, and society in addition to the traditional emphasis on financial performance.
TQM goes to school: an effective way of improving school quality
Authors: Lagrosen Stefan
Published: July 2002

This article reports a case study carried out in four Swedish schools trying to use TQM to improve their operations. Qualitative methods in the form of observation, in‐depth interviews, focus‐group interviews and feed‐back seminars have been used in the study. Specific quality dimensions for the different stakeholders of the schools have been defined. Based on these dimensions, the results of the quality project have been assessed and found to be positive. Reported effects include: a broader and more relevant view of the organisation and its stakeholders which has led to greater job satisfaction, better communication on all levels but especially with parents, increased participation, enhanced co‐operation between different departments as well as on the personal level, improved leadership by the management, more effective and comprehensive evaluations and an increased ability to really implement actions. Lessons on important points when using TQM in this context are also reported.
A view of quality trends in South America in the twenty‐first century
Authors: Bertin Marcos E.J.
Published: July 2002

Starting in the 1980s, South America went through dramatic political and economic changes. Military governments were replaced by democratic governments. These governments, forced by a severe crisis and the requirements of an increasingly competitive global economy, implemented, in the early 1990s, economic reforms based on free market principles and created the Mercosur. The major countries in this new and dynamic common market are Argentina and Brazil. In essence, these countries’ governments implemented policies conducive to competitiveness. As a result of these changes, quality became a key success factor for business. An increasing number of CEOs are becoming directly involved in quality. In Argentina, three institutions, created during the past ten years, are working in close co‐ordination to improve the country’s competitiveness. Similar activities are carried out in Brazil. A lot remains to be done in order to remain competitive in the increasingly difficult global markets.
Standards and TQM at the opening of the twenty‐first century
Authors: Burgess Norman
Published: July 2002

There have been National and International (ISO) attempts to “standardise” TQM and quality improvement activities. Meanwhile, the success of many international businesses has demonstrated a range of “quality related” initiatives that are individually successful, which strongly suggests that “success factors” cannot be standardised. This IAQ project attempts to show that standardisation of all quality concepts would impede business development and be counter productive. It attempts to clear the confusion that often surrounds quality management activity. It concludes that greater attempts should be made to promote truly successful quality strategies, so that developing countries can see what is appropriate for particular situations.
New ways of organizing the realization of customer value – a new challenge for the twenty‐first century
Authors: Jonson Kerstin M.C.
Published: July 2002

The twenty‐first century has been predicted to be the century of quality. Customers around the world will demand quality. Quality will be a success factor for business, and quality means a responsible use of resources. But, will this prediction be fulfilled and how will the organizations work to ensure quality and customer value? Certainly the ways to manage for quality will be quite different from what has been the case during the twentieth century. This is because of new market circumstances which call for new solutions. Considers factors such as electronic business, customer focus and the need to be ahead of the others. Suggests that the challenge for the next century will be how to ensure quality in a business world built on networks such as those of the value chain and the global electronic network.
Positioning the Human Resource Business Using Service Level Agreements
Authors: Tonks Peter , Flanagan Hugh
Published: July 2002

Explores the introduction and development of Service Level Agreements
(SLAs) in relation to Human Resource Departments. Considers approaches
to SLAs and highlights four dimensions necessary for the completion of
an SLA. Stresses that Human Resource Specialists should have a thorough
understanding of how directorates and other departments relate to one
another to provide added value in terms of contribution to the
organizational outcomes. Suggests the idea of adding value is an
integral part of the SLA process which ensures that it operates as a
means to an end and does not become an end in itself. Examines the
degree of devolved freedom given to a department to seek work or sell
its products outside its Trust/Unit. Scrutinizes the format of SLAs and
concludes that the benefits of SLAs for users of Human Resource
Departments and the benefits to the Human Resource Departments are
similar.
Expectations of General Practice
Authors: Harrison Jean , Burns Paul
Published: July 2002

Looks at the role of the GP in today′s Service and examines some of the
organizational and motivational problems which have to be overcome
before general practice can be confident of delivering to the strategic
expectations of the NHS. They are designed to raise the level of debate
for more long‐term, practical support for general practice
organizations. The issues involved have been researched both
qualitatively and quantitatively and are grounded in a context of
change. Includes excerpts from general practice profiles developed
during research projects, consultancy projects and case study
development work – large and small partnerships, single‐handed practices,
established and “bidding” fundholders, and significantly different
practice populations. These are supported by the results of
questionnaires circulated to over 2,500 doctors and practice managers
and the views and work of others researching and practising in primary
care.