Annotated Bibliography
on
Excellence in organizations
November 1986
S-
EPA Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
Room 2904H Waterside Mall :?M-211A
401 M Street, S.w.
Washington, D.C. 2046D
(202) 382-5922
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INTRODUCTION
sellence in organizations is an area of special interest to
.iy EPA managers, as well as managers in other federal agencies
i in private industry. The concept of excellence in
janizations is discussed in A Passion For Excellence.
wording to Tom Peters and Nancy Austin, this concept consists
leadership, constant innovation, excellent care of customers
I creative staff.
is bibliography was compiled using the ABI/Inform and
lagement Contents online databases from Dialog. Citations were
Lected for their relevance to the special interests of the OARM
sgram staff, and were published in management-related journals
tween January and November 1986. A descriptive abstract is
eluded with each citation, when available. For additional
Dies of this bibliography, contact Mary Hoffman in the EPA
adquarters library at 382-5922.
are is much more information available on other aspects of
i.iagement. An EPA librarian can assist in identifying other
ties for further research.
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sw Course for Quality: The Glory Road?
Anonymous
Production Engineering v33nlO PP: 8,15 Oct 1986
CODEN: PENGD9
ISSN: 0146-1737 JRNL CODE: PDE
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 2 Pages
AVAILABILITY: ABI/INFORM
M. Juran has presented the Juran Trilogy, a new model of strategic
ility management. The Trilogy says that managing for quality entails 3
ility-oriented processes: 1. quality planning, 2. quality control, and 3.
ility improvement. Speaking at the recent American Society for Quality
itrol Congress, Juran offered 9 premises as grounds for proposing a
lirection in managing for quality. First, there is a crisis in quality.
iditional methods are inadequate for dealing with this crisis; major
»aks with tradition are needed. Also necessary is extensive personal
idership and participation by top managers. Before that can occur,
fever, upper managers must be trained in how to manage for quality. Each
the 3 quality processes is carried out by an unvarying sequence of
iivities. The quality planning sequence includes identifying customers
1 determining their needs. The quality control process involves choosing
its of measure, establishing performance standards, and measuring real
rformance. Finally, the quality improvement process includes selecting
Djects for improvement and proving chosen remedies are effective in
ictice.
ailing Quality Assurance
Ragozzino, Patrick P.; Pallenik, Janice J.
Computerworld v20n38 PP: 91,96 Sep 22, 1986
CODEN: CMPWAB
ISSN: 0010-4841 JRNL CODE: COW
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 2 Pages
AVAILABILITY: ABI/INFORM
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2 installation of a quality assurance function for information systems
Dvides a systematic way of determining whether processes to reduce
efficiency are in place. The best strat&gy to sell management on quality
surance is to identify the organization and reporting structure of the
Dgram, the functions ~±t will per font-, and the characteristics of
3ividuals involved. When presenting such a proposal to the decision
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tality Circles in India: A Review and Assessment
of the Participative Management Movement, in Indian Industry
Khan, Sharafat
Quality Circles Jrnl v9n3 PP: 51-55 S&p 1986
ISSN: 0740-2287
JRNL CODE: QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 5 Pages
AVAILABILITY: ABI/INFORM
>ng developing nations, India is a rapidly growing leader in
lufacturing industry. Overshadowing the profit motive is the desire of
'eloping countries to survive. The concept of quality circles has been
itiated in India as a way of involving people in business and industry
i of identifying and resolving physical and nonphysical work-related
jblems. Indian quality circles comprise a leader, a deputy leader, and as
ly as 15 members. The success of these circles has been reported in 4 of
» leading participative management publications. Indian quality circles
/e problems in both human and physical terms. The Indian government has
jed all industries to improve the quality and productivity of their
xJucts and services. Charts. References.
jfore Quality circles ~ A Review of *'Productivity:
Practical Program for Improving Efficiency''
by Claire F. Vough with Bernard Asbell
Hamson, Ned
Quality Circles Jrnl V9n3 PP: 44-50 Sep 1986
ISSN: 0740-2287
JRNL CODE: QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
the State-of-the-Art Forum held in Nashville, Tennessee in 1985,
aire Vough, author of Productivity: A Practical Program for Improving
Eiciency (1986), gave a presentation en productivity, quality, people,
i effectiveness. Vough organized the IEM typewriter plant in Lexington,
rtucky, in the mid 1950s. At Vough's plant, base pay and pay increases
re based on productivity alone. Vough believes that promoting the highest
Dducer automatically to the next higher open position builds in a
civating factor for continuing high productivity and creativity.
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tagement should ensure that all employees have the tools at hand to
litor and improve the quality of their work. Vough set up a plantwide
ication program to train the employees in Workmanship Analysis. A total
>ductivity system was created at IBM by Vough before developing quality
rcles. The principles Vough developed over these many years of practice
1 experience are outlined in his book.
>ecial Project Task Teams: An Extension of a successful
Quality Circle Program
Gabor, Carol
Quality Circles Jrnl v9n3 PP: 40-43 Sep 1986
ISSN: 0740-2287
JRNL CODE: QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
a culture in which employee participation is encouraged, task teams
j most productive. A task team approach to organizational development
solves employees at all levels. Normally, quality circles can choose
iely their topics to discuss. With a purely task team format, managers
rceive themselves as retaining control. Quality circle involvement allows
aloyees opportunities to speak in front of others, solve complex
janizational problems, and write professional reports based on their
idings. Quality circle training is important because it gives people
Luable problem-solving and presentation skills. Task teams having the
st chance of success are those that represent an extension of a
s-existing, successful quality circle program.
-Managing Work Teams — Extending the Quality circle Concept
Donovan, J. Michael
Quality Circles Jrnl v9n3 PP: 15-20 Sep 1986
ISSN: 0740-2287
JRNL CODE: QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 6 Pages
AVAILABILITY: ABI/INFORM
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self-managing work team is a group of workers who manage themselves in
rforming a significant unit of work. Self-managing work teams represent
extension of the quality circle process. They meet regularly to
antify, analyze, and solve work-related problems. The team members, who
2 well trained in teamwork and problem-solving skills, use their skills
handle such issues as scheduling, task assignments, coordination with
ler groups, setting goals, performance evaluation, and discipline.
if-managed employees plan, do, and control their work. The team members
rform all the necessary tasks to complete a whole job. They set up their
i work schedules and decide who will perform various tasks. Through their
jular meetings, teams serve as communication vehicles for routine
louncements, company events, and upcoming events. Peer evaluation is one
aracteristic of self-managing teams. Charts.
ayond Quality circles
Beardsley, Jeff
Quality Circles Jrnl v9n3 PP: 10-14 Sep 1986
ISSN: 0740-2287
JRNL CODE: QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 5 Pages
AVAILABILITY: ABI/INFORM
5 significant elements of the quality circle process that make it
fective include planning, training, involvement, and measurement. Quality
rcle process goals usually are expressed in terms of improving
mnunication and enhancing productivity, but these goals do not imply
asurement. Effective planning includes process goals, measurement
iteria, training, and growth. Other elements include management
/olvement, publicity, and rewards. Quality circles fail because of lack
understanding of the process itself, lack of patience, and poor
plementation. The quality circle process is a more effective way of
naging organizations; it teaches people to talk, listen, and work
gether across boundaries as a cooperative team with a common goal. Those
itics of quality circles who now propose ''going beyond11 quality circles
and changing the goals of the International Association of Quality
rcles as they go — ignore the potential damage to the quality circle
Dcess itself.
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tie '' Beyond Quality Circles' > Fad?
Cole, Robert £.
Quality Circles Jrnl v9n3 PP: 4-9 Sep 1986
ISSN: 0740-2287
JRNL CODE; QCJ
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
ality circles are offline activities that typically involve a few
ars a week. The ''Beyond Quality Circles;11 slogan is a strategem adopted
companies to allow them to engage in activities resembling quality
rcles without calling them quality circlsis. It is argued that circles are
lerently an unstable organizational structure. Another argument is that a
ss of momentum occurs when management finds that the savings from quality
rcle ideas are smaller than originally estimated. Management can learn
at the formal management system typically does not capture the full range
benefits from circles. If they are going to exist, quality circles must
Ive problems. Quality circles appear far more stable than self-management
ams. Quality circles are a powerful way to contribute toward a
rticipatory culture.
seellent Companies as Social Movements
Soeters, Joseph L.
Jrnl of Mgmt Studies (UK) v23n3 PP: 2S9-312 May 1986
CODEN: JMASB2
ISSN: 0022-2380 JRNL CODE: JMS
DOC TYPE: Journal Paper
LANGUAGE: English LENGTH: 14 Pages
AVAILABILITY: ABI/INFORM
sed on a study of In Search of Excellence; (Peters and Waterman, 1982),
theoretical reconstruction is offered vhich states that the integration
i socialization processes in excellent companies show a strong
semblance to the internal dynamics of social movements. Both excellent
mpanies and successful social movements demonstrate: 1. a cultural leap,
the transfer of values, 3. getting uniformity, 4. no top priority for
ficiency and technology, 5. charismatic leadership, and 6. a leap in
me. Excellent companies, like successful religious sects, reform groups,
3 protest movements, mobilize their human resources effectively. The
mparison also reveals that excellent companies are marked by the
-called very ''strong11 cultures. In addition, it is concluded that
8
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:ial movements are marked by life cycles!. Excellent companies give their
iloyees a sense of mission. References.
ita quality and the development of organizational
social science: an editorial essay.
Freeman, John
Administrative Science Quarterly v31 June, 1986, p298(6)
s advantages and problems inherent in centrally funded data bases of
rge national organizations are discussed, as are the problems involved in
iding such data bases. Some problem areas in the development of such data
;es are: choosing a representative organization, units and levels of
ilysis, sampling frame, archival data or field research, and data
iliability to users.
lilding excellence through training.
(employee training at Motorola Inc.)
Wagel, William H.
Personnel v63 Sept, 1986, p5(5)
SPECIAL FEATURES: illustration; chart
(Benchmarks and critical paths for training programs at Motorola.)
:orola Inc. has budgeted $44 million for 1986 training programs. These
xjrams are run by 800 employees and 200 training consultants. In managing
3h a large training program, Motorola has developed certain innovative
Broaches, such as coordinating training with equipment purchases and
ing obsolescence schedules to predict future training requirements based
projected capital expenditures. A profile of the Galvin Center for
itinuing Education, Motorola's training headquarters, is provided. Among
5 programs offered at the Galvin Center are courses on the factory of the
rure, and basic courses in engineering, manufacturing, marketing, sales,
rsonnel management, supervisory management and finance.
?timal lot sizing, process quality improvement
and setup cost reduction.
Porteus, Evan L.
Operations Research v34 Jan-Feb, 1986, p!37(8)
SPECIAL FEATURES: illustration; table Results of numerical example.
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iuced setup costs in a manufacturing environment are shown to improve
eduction levels and quality control procedures, resulting in more and
;ter products. The relationship between lot size (number of items
educed in a single batch) and quality ol the items produced is examined;
is shown that defective products could be produced repeatedly by
>duction systems that are allowed to function 'out of control1. Smaller
', sizes result in reduced economic impact, when defects occur (fewer items
rework or replace). Three quality improvement methodologies are also
imined; they are: (1) reducing the: likelihood of out-of-control
;uations, (2) reducing setup expenses, and (3) combinations of reductions
setup and loss of control.
jality circles in the UK: a longitudinal study.
Hill, Frances M.
Personnel Review v!5 Fall, 1986, p25(10)
SPECIAL FEATURES: illustration; table Numbers employed.;
table Duration of QC programs (months).; table
Scale of QC programs (percent).; table Objectives in
introducing QC programs.; table Attitudes of senior
management to QC programs.; table Percentage of suggestions
implemented.; table Attitude of trade union representatives
to QCs.; table Number of suggestions received.; table
benefits.; table Problems.; table Number of individual QCs ceasing
to function.; table Reasons for same.; table Reasons for
terminations of QC programs.; tabla Likelihood of QCs
being reintroduced.; table Perceived contributions that QCs can
make to British industry.
2 results of an early quality circle program (QCP) in the United
ngdom are described, with an investigation of how many such programs have
sted over time, and in what situations. Two surveys, spanning 1981-1985,
twenty-seven firms, examine QCPs for: duration, scale, objectives,
nagentent attitudes, trade union attitudes, benefits, difficulties, and
rminations. The time period produced survival rates of 40 to 46 percent,
i although terminations were likely because of the closure of industry
tes, and a lack of support from top management, respondents feel that
introduction is a possibility, as quality circles can benefit British
iustry.
10
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i search of excellence - the lesson for email business.
Henz, Donald J.
SAM Advanced Management Journal v51 Sunim, 1986, p29(7)
SPECIAL FEATURES: illustration; graph Typical business
life cycle.; graph Variations on company life-cycle curves.;
graph Activity-decision-making continuum.; table Baseline
span-of-control for a company's managers.; chart Simple form,
lean staff performance matrix..
Search of Excellence by Thomas J. Peters and Robert H. Waterman
itains information useful to small businesses, although all forty-three
ilyses in the book involve large corporations. A small firm can use the
>k's principles to keep its form simple and staff lean during times of
swth, and to avoid decreased productivity or a narrowing of function.
ill firms should also form ad hoc committees, reporting directly to the
Lef executive, to ensure the organization's operations are simple (and
fective), and to keep the chief executive informed as to company
^rations and procedures.
IB middle management factor in quality circle programs.
Alie, Raymond E.
SAM Advanced Management Journal v51 Surnm, 1986, p9(7)
SPECIAL FEATURES: illustration; chart Psychological
function model of problem-solving styles.
scutive management must strive to gain support from middle management
quality circle programs, since middle managers may view such programs as
menace to their careers. This study investigates this phenomenon, seeks
explain the middle management response, and focuses on steps to be taken
solve the problem. The successful implementation of a quality circle
Dgram is not an easy task, but it can be made easier by: providing
vards for middle management participation, testing employee attitudes
fore staffing quality circles, changing employee attitudes through
inseling, and not taking employee support of quality circles for granted.
idle managers must be taught that quality circles only modify career
Dcesses, not outcomes.
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jality is everybody's business.
Hutchins, Dave
Management Decision v24 Wntr, 1986, p3(4)
rious definitions of quality are examined from the viewpoints of
nufacturers, marketers, management and others. The quality process is
scussed, including: forming quality circlas, appraising quality problems,
/eloping quality management procedures, and designing quality into
sducts and services. A case study demonstrating an appraisal of quality
ablems is provided.
aadership: the essential quality for transforming
United States businesses.
Snyder, Neil H.
SAM Advanced Management Journal V51 Spr, 1986, p!5(4)
a decline in productivity in the U.S. since 1968 has worried the White
ase as well as other economic and political organizations. One of the
asons for the productivity decline is the lack of adequate leadership.
aders are not necessarily managers, since a good leader is a person of
ng-range vision able to communicate effectively with other people.
other crucial characteristic of the leader is his willingness to take a
sk and assume responsibility. Finally, an element that must not be
ierestimated is the leader's belief in success.
mailer is better, (quality and productivity in
multiple-line insurance sales)
Schreiber, Seymour
Managers Magazine v61 Aug, 1986, p!2(3)
tropolitan Life Insurance Co. has been using (a branch approach to
surance marketing and sales. A branch normally has 12 to 30 sales and
erical workers and no middle managers. Recruiting is therefore a crucial
rt of an agency's success; capable, self-motivated people are needed to
11 a wide range of services. Referred candidates have given the best
suits in training programs and sales performance. An important part of
e hiring and licensing period is the pre-appointroent training, during
ich candidates have to gather policy holder information over the phone.
12
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itablishing an Integrated Employee Recruiting System
Herring, John J.
Personnel v63n7 PP: 47-52 Jul 1986
AVAILABILITY: ABI/INFORM
systematic approach to recruitment can save money, attract top-quality
.ent, and help ensure that employees stay. How candidates are treated in
i employment process can increase or reduce the number of qualified
jple who respond to job opportunities. In developing a search plan,
jloyers need to consider such factors as: 1. the relevant job market, 2.
ich schools or employers are strong in the area, 3. whether a geographic
ja or academic institution has a concentration of people with the needed
Ills, and 4. how those people will be reached. Sources for candidates
;lude state job banks, university placement offices, advertising,
iloyment agencies, and executive search firms. Resumes need to be
:ained to screen prospective candidates, and the references of the most
cely candidates should be checked. Interviews should be conducted by at
ist 3 people to provide different perspectives on each candidate. If a
ididate is to be hired, the job offer should be made over the telephone.
thorough orientation can help an employee move into the job faster.
.low-up meetings should be held to get coinmunications and feedback going.
> Training Classes Change Attitudes?
Kirkpatrick, Donald L.
Personnel v63n7 PP: 11-15 Jul 1986
AVAILABILITY: ABI/INFORM
rrently, there is little concrete evidence that training classes
inge attitudes. Participants in 2 development classes for managers at a
Lwaukee manufacturing company were surveyed to determine if the classes
re successful in changing their attitudes. Quality and acceptance — 2
;tors considered in decision making — were used in 3 approaches: 1. the
as makes a decision and sells it to th« employees, 2. the boss makes a
vision based on employee opinions and facts, and 3. the boss leads a
3blem-solving session that results in a consensus on the best decision.
quality of decision, the 2nd approach has; the advantage of more ideas to
isider. Two dimensions are added with the 3rd approach in that more ideas
2 raised and more than one person must: agree on the best decision. In
jard to acceptance, the first approach works if the boss is a good
vision maker; the 2nd adds worker participation; and the 3rd promotes
ide of ownership and commitment. The suxvey revealed that people can be
inged by discussing concepts, principles, and approaches to management.
arts.
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\
nerlean Management Style: Far from Being Eclipsed
Horton, Thomas
International Mgmt (UK) v41n8(Europe Edition) PP: 38-39 Aug 1986
AVAILABILITY: ABI/INFORM
:hough the ability of US management has been questioned in light of
i decline of US business prestige en a global basis, there are
iications that US management is indeed held in high regard throughout the
rid. For example, US management theory is still a world standard. In
lition, successful US companies, such as IBM Corp. or AT&T, stand out and
re no equals in the world. Many of the successful European and Asian
apanies are led by management teams who have been educated by experience
US companies. Once unique to the US, business schools are being created
road. Still, the young, aspiring manager can benefit from studying
lagement techniques of various cultures, such as: 1. the emphasis on
ility in ideas and workmanship (France or Belgium), 2. the value of the
iditional work ethic (Germany), and 3. appreciation of the patience
juired to take the long view of market development (Japan).
>int venture: A Mew Information System Is Born
Pekar, Peter P.
Planning Review v!4n4 PP: 15-19 Jul 1986
AVAILABILITY: ABI/INFORM
Int ventures allow cooperating firms to pool their strengths to
oedite productivity, penetrate markets, gain access to new technologies,
i share or reduce risks. A case study shows how a business information
npany set up a venture to develop :new information products for the
surance industry. The project was carried forward in 3 phases. Phase I,
rket Research, indicated the areas in which the information company could
yvide services, but it also revealed knowledge gaps that prompted the
arch for a partner. Phase II, Identifying the Right Partner, was a
Ltical stage. The company eventually identified an insurer with the right
aplementary strengths, a strong markat position, and high-quality
Dducts. In Phase III, Project Assessment, the companies got together to
sess the situation. The case study showed that successfully negotiating a
aperative agreement requires clear definitions of each partner's
Ligations and areas of activity. Clear objectives are vital if managers
2 to take risks, be flexible, and share resources. In addition, the lines
authority must be clear. Charts.
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he Road Ahead for Consulting
Sloane, Carl S.
Jrnl of Mgmt Consulting (Netherlands)
AVAILABILITY: ABI/INFORM
v3nl PP: 10-19 1986
3 consulting industry is not stable or nature. Instead, it remains in
state of flux, and the long-term view reveals a unique dynamism in the
iustry. The industry is growing rapidly and shifting its aims and
rategies. While it has not reached a plateau, marketplace forces may be
using the consulting industry's growth to slow. Some primary trends that
11 be characteristic of the future for the industry include: 1. more
gressive business development, 2. rising professional costs and
tnpetition in recruiting, 3. an ongoing search for greater productivity,
concern for quality assurance, 5. the adoption of specialization
rategies by some consultants, 6. standardization of some products and
rvices among consulting firms, 7. regionalization of larger firms as a
rt of market segmentation, 8. increased acquisition and merger activity,
greater investment in research and development, and 10. the entry into
marketplace of nontraditional competitors. In the future, industry
Dwth should exceed that of the gross national product. Tables. Charts.
aphs.
ncreased Productivity Through Inventory & Production Control
Beringer, Michael J.
AACE Transactions PP: K.7.1-K.7.6 1986
AVAILABILITY: ABI/INFORM
1 organizations use some type of cost management techniques, such as
end analysis or economic order quantity models, when used effectively, an
tegrated program management system can be a very productive program
nagement tool. For the construction industry, the requirements of an
fective cost management system include: 1. the ability to meet future
eds, 2. the provision of information for decision making, 3. the
tablishment of project manager control, and 4. assistance with
antifying costs and determining performance standards. Management by
ception is often used to determine which areas need management attention.
e elements to be incorporated into a plan for designing, developing, and
plementing an integrated program management information system include:
the corporate objectives, 2. the system objectives and requirements, 3.
e work plan, and 4. the program schedules and budgets. Various studies
ve shown that the use of quality software can produce cost and time
ings. Graphs.
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ost Control in a Nutshell
Solu, Hani Kilic A.
AACE Transactions PP: B.2.1-B.2.4 1986
AVAILABILITY: ABI/INFORM
oject control can be characterized by a chain, with each link equally
rong to hold it together for good performance. The links of the chain for
fective project control are: 1. good project management, 2. planning and
heduling, and 3. cost control and estimating. Good project control and
nagement result in successful project completion and operation. There are
veral specific activities that should be conducted in order to control
oject costs. First, the construction project must be well-defined
cording to type of project, quality, quantity, value, and objectives.
cond, the management style and personnel should be selected. Third, the
nstruction activities must be scheduled. Fourth, realistic cost estimates
d budgets should be prepared along with risk analysis and contingency
udies. Finally, the labor requirements for each task should be broken
wn. An example of time, commitments, expenditure, and percent complete of
$100-million chemical plant is provided as part of a guideline. Charts.
raphs. Diagrams.
anagerial Beliefs About Managing: Implications for Management
Training
Stewart, Rosemary; Marshall, Judi
Personnel Review (UK) vlln2 PP: 21-24 1982
AVAILABILITY: ABI/INFORM
nagers1 beliefs about managing are likely to influence their reception
management training. A sample of 86 middle managers was studied to try
determine some of the more common perceptions. Findings showed most
ople studied believed that changing a manager's behavior is neither
cessary nor possible. They believed that they were making a unique
ntribution to the job and that they were doing the job as well as it
uld be done or to the best of their ability; management training was
erefore uninteresting except to those expecting or hoping for promotion.
nagers also commonly believed that they already knew the right way to
nage. Understanding how such attitudes affect interest in and openness to
aining can help trainers learn to work effectively with individuals who
Id these beliefs. Table. References.
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allege Experiences and Managerial Performance
Howard, Ann
Jrnl of Applied Psychology v71n3 PP: 530-552 Aug 1986
AVAILABILITY: ABI/INFORM
study examined the relationships between various college experiences
1 management potential. Primary evidence was obtained from 2 longitudinal
idles of managers in the various operating telephone companies that once
re part of the Bell System. Samples included managers who graduated in
2 1950s and those who graduated in the 1970s. There were also samples of
Idle-aged and young managers in 10 different organizations. Five types of
Liege characteristics were examined: 1. level of education, 2. grades, 3.
ility of undergraduate institution, 4. major field of study, and 5.
;racurricular activities. The results were found to vary according to the
lagerial quality studied. College major, extracurricular activities, and
jher education accounted for the majority of variance in management
rformance. Grades were related specifically to intellectual ability and
:ivation to do quality work, while better quality schools seemed mostly
produce nonconformity. Humanities and social science majors displayed
a best overall performance. Tables. Charts. References.
tamining the Quality of Departmental Variance Analysis
Chandler, Warren L.
Healthcare Financial Mgmt v40n8 PP: 92-93 Aug 1986
AVAILABILITY: ABI/INFORM
Dspective payment schemes have made the difficult but very important
sk of evaluating operating performance even more difficult. The quality
management information that various departmental variance analyses
Dvide must be examined. Some of the alternatives include: 1. static
riance analysis, which compares original budget amounts by line item, 2.
axible variance analysis, which compares a revised budget, using actual
Lumes and original/fixed variable relationships to actual revenues and
penses, .3. earned variance analysis, which involves a comparison of
rect variable costs, and 4. case-mix variance analysis. Examples indicate
a the difference between budgeted and actual levels of service volume can
feet the actual expenses incurred throughout a hospital. Such analysis is
Doming increasingly important in an era of cost containment and declining
ngths of stay. Tables.
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le Emergence of the Egalitarian Organization
Srivastva, Suresh; Cooperrider, David L.
Human Relations v39n8 PP: 683-724 Aug 1986
AVAILABILITY: ABI/INFORM
ice the 1950s, there has been an explosion of efforts to enhance the
•ticipation of members in the organizations to which they belong. One
ranization that has successfully evolved participatory management is the
sveland Clinic in Ohio. Data on the clinic for the period 1979-1983 were
.lected and analyzed in an attempt to build a theory about the potential
work systems as sites for advancing participatory involvement. The
:veland Clinic's management process involves all physicians as equals in
* decision-making process. It is motivated by 3 spirits: 1. inclusion,
.ch makes the physician a partner in the cictive management of the clinic,
consent, which means that decisions are based on a consensus among the
'sicians, and 3. excellence, which means that the clinic gives physicians
; desire to become the best they cem be. In addition to these 3
ilitarian ideologies, the potential of. participatory work systems is
i:ermined by: 1. catalytic structures; of technical and political
:eraction, and 2. egalitarian social paradigms relating to organizational
mght and action. Tables. Charts. References.
(forming the civil service
Horner, Constance
Vital Speeches v52n20 PP:
AVAILABILITY: ABI/INFOHM
629-631 Aug 1, 1986
i US civil service, with 2.1 million workers, is the biggest workforce
the Western hemisphere. Historically, public respect for the civil
•vice has been mixed with a range of emotions from irritation to
itempt. This is healthy because it keeps the people from jeopardizing
jir freedom by an uncritical regard for those who govern. However, it is
>ortant for the US public to have the proper respect for civil service; a
ible, ethical, and effective civil service is one of the chief
ierpinnings of democracy. There are many barriers present in today's
'il service system that make it difficult for federal managers to achieve
:ellence. These barriers include: 1. the federal Personnel Manual, 2.
>blems in reducing the size of the workforce, and 3. expense.
18
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roving Federal Work Quality
fhomas, Clarence
jureaucrat vl5n2 PP: 31-34
VAILABILITY: ABI/INFORM
Summer 1986
Equal Employment
ranee program in
Opportunity Commission (EEOC) began a quality
1983. The program adapted such Japanese industrial
ri jgement techniques as quality circles, systems concepts, and statistical
n rol procedures to EEOC's own functions of investigation, litigation,
d management support. The program, which is being introduced as part of a
n| --range effort to couple higher quality delivery of services with
statistical results, depends upon the full commitment of career
giving equal weight to improving the management of work and
rship of people. Achieving total quality management requires: 1. clear
ition of products and standards, 2. prevention rather than inspection,
3. leadership and management by participation in decision making.
im results show reductions in: 1. data error rates, 2. case review and
c! sased
a:
fS
21
N
to
wo
oq
am
shows
k time, 3. planning errors, and 4. customer response times. This
the benefits of delegating management authority from
_ to career management, which motivates all employees by
cq raging creativity, innovation, and quality.
lical areas
usj 'in-Time Manufacturing
Mi skell, Brian
Mi jagement Accounting (UK)
llLABILITY: ABI/INFORM
mpa
mes
ter!
V64n7 PP: 26-28 Jul/Aug 1986
iman competitive with Japan, Western companies need to implement
ust-in-time (JIT) manufacturing philosophy. For JIT to succeed,
ies must work closely with their suppliers to establish shorter lead
to obtain smaller quantities more often, and to ensure quality
als at the source. In addition, manufacturers must improve production
ann g, making it accurate, timely,, and
flexible.
will
An efficient
ose -loop manufacturing resource planning system will provide the
ces[_iry control and flexibility. Recent machine-tool design improvements
duce set-up time, another important fac«t of JIT. Finally, JIT requires
oper shop- floor layout. Factory layout under JIT has 3 facets: 1. group
chnology, in which similar tasks are routed to one particular area of the
ctory, 2. multiple use of machines and personnel, and 3. adequate usage
shop-floor storage. Although these ideas seem quite modern, many of them
re proposed by Henry Ford in 1922. References.
19
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Public Choice Approach to Motivating People in Bureaucratic
organizations
Spicer, Michael W.
Academy of Mgmt Review v!0n3 PP: 518-526 Jul 1985
AVAILABILITY: ABI/INFORM
3lic choice, the application of economic analysis to the study of
iitical behavior, provides a useful approach for examining the problems
managing people in both the private and public sectors. Principles of a
Dlic-choice approach to motivating people in bureaucratic organizations
a developed. A number of propositions are derived deductively from
sumptions concerning individual goals, discretion, and preferences: 1.
operation among subordinates can have a positive or a negative influence
productivity, depending on the incentive system used. 2. Cooperation
cween a manager and subordinates encourages helpful cooperation and
scourages harmful cooperation among subordinates. 3. Incentive systems
/eloped in light of the size of the groups of subordinates, the degree of
rerdependence of their activities, and the frequency of personnel
irnover in those groups can improve productivity. Tables. References.
ae 423-Minute Manager
Bonifant, Laurence T.
Personnel Administrator v31n7
AVAILABILITY: ABI/INFORM
PP: 22-2!>,128 Jul 1986
2 theories advanced in In Search of Excellence and One Minute Manager
/ have oversimplified the solution to the problems of management in the
The skills required to conduct an effective employee evaluation or
aching session cannot be learned overnight or completed in 60 seconds.
rfever, they can be learned if the necessary time and attention are
/oted to them. Basic principles to keep in mind before the counseling
Dcess is begun include: 1. Plan time to evaluate, counsel, and develop.
Gather supporting information to evaluate employees. 3. Become a good
stener. 4. Secure mutual agreement on desired future action. 5. Encourage
If-evaluation. 6. Provide feedback. 7. Establish an atmosphere of
ierstanding. 8. Be prepared to take specific action.
priorities and by following certain guidelines,
unseling will result in improved productivity,
creased absenteeism, and reduced turnover.
With a clear sense
effective employee
increased morale,
20
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atal Quality Concept: A Proven Path to Success
Kenworthy, Harry W.
Quality Progress v!9n7 PP: 21-24 Jul 1S»86
AVAILABILITY: ABI/INFORM
s Rogers Corp. Willimantic Division began quality improvement efforts
1981 as part of the total quality concept of the corporation. After
aeriencing higher than normal scrap levels, it was determined that, to
z out of yield up-and-down cycles, a totally different quality approach
3 needed. Better job instruction helped, but eventually, 5 basic points
re found necessary to make the total quality concept work. First, it was
pessary for top management to be committed to seeing it through. Second,
understanding of the approach was needed throughout the organization,
i resistance to major change dealt with. Third, a successful companywide
lining program was set up. Fourth, problems were tackled by project teams
isisting of people from various departments in a division. Finally,
rther training becomes necessary as quality improvement spreads. Tables.
iphs. References.
ly Good Companies Get into Trouble
O'Toole, James
New Mgmt v4nl PP: 60-64 Summer 1986
AVAILABILITY: ABI/INFORM
iy good companies that have been highly profitable and socially
sponsible get into trouble when, in bad times, they abandon the
inciples that made them good. Motorola Inc. has weathered the computer
.imp better than its rivals because management has remained true to the
rm's fundamental principles. Motorola management understands that
nagement is a moral undertaking. Managers have a choice as to what
oducts to market and how to treat employees; they can choose to conduct
air work lives with high moral principles. Four moral principles of
nagement found in excellent companies are: 1. balancing the claims of all
rporate constituencies, 2. dedication to a higher purpose, 3. continuous
arning, and 4* a high aim. Companies with these principles include John
are and Dayton Hudson Corp. In contrast, Atlantic Richfield Co., Control
ba Corp., and Levi Strauss & Co. have declined because they stopped
hering to such principles, which had led to their distinction in the
rst place.
21
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inaging for Excellence in the Federal Government
Porter, Elsa A.; Sargent, Alice G.; Stupak, Ronald J.
New Mgmt v4nl PP: 24-32 Summer 1986
AVAILABILITY: ABI/INFORM
rtrary to the belief of many Americans, excellence does exist in the
federal government. Excellent government agencies include: 1. the
leral Executive Institute, 2. the Naval Weapons Center at China Lake, 3.
fice of the Comptroller of the Environmental Protection Agency, 4. the
aasury Executive Institute, and 5. Office of Fusion Energy. Agencies that
re once excellent but have worsened include the Internal Revenue Service
1 NASA. Several factors make federal agencies more difficult to manage
an private firms. These factors include: 1. the complexity of the system,
the lack of clarity of both vision and mission, 3. micromanagement, 4.
ambiguous bottom line, and 5. a dual management system. Factors that
itribute to excellence in government administration include: 1. effective
idership, 2. close employee and client involvement, 3. the existence of
:ernal champions, 4. an emphasis on cultures rather than structures, and
the encouragement of management training.
inaging the Process of Negotiation
Fells, R. E.
Employee Relations (UK) v8nl PP: 17-22 1986
AVAILABILITY: MCB Publications Ltd., 193/200 Keighley Rd.,
Bradford, W., Yorkshire, England BD9 4JQ
industrial relations, there are 5 phases of negotiating and 3
adlocks that might emerge. The first phase involves the establishment of
3 negotiating range. In the 2nd phase, each side will increase pressure
the other and attack their positions. At this time, a process deadlock
a occur when each side views its position as nonnegotiable. The 3rd phase
eludes accepting a common goal, stopping attacks on the other side, and
aling with procedural matters or minor issues. The 4th stage involves
tual exploratory moves for solutions to solve the dispute. An inability
find satisfactory solutions may lead to an issue deadlock. The final
ase uses formal movement to adopt a solution. Image deadlock can involve
fficulty in persuading constituent groups to accept solutions. This model
aids guidelines for management of negotiation: 1. Emphasize the
fferences early. 2. Develop a leadership role in the party. 3. Handle new
lutions with care. 4. Recognize -~he opposing negotiator's own
fficulties. Diagrams. References.
22
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aveloping Top Performers
Craig, Rick
Credit Union Mgmt v9n7 PP:
AVAILABILITY: ABI/INFORM
23-25 Jul 1986
a growing number of players enter the financial marketplace, success
r credit unions will lie in their ability to provide highrquality,
rsonal service to members. Employee development at America First Credit
ion (Ogden, Utah) emphasizes a sales and service orientation. The credit
ion's president, James J. Dawson, links fulfillment of employee potential
th the accomplishment of the organization's goals. A training program,
ilizing the image of a ' 'key, ' ' promotes the theme that employees are the
/ to quality member service. Also, branch contests are conducted as a way
motivate employees and generate creative selling. America First's new
siness development officer, Karen Skraznas, attempts to extend the credit
ion's services through business contacts, stimulation of loan growth, and
ade show participation. In addition, employees participate in an
ipentive program that provides monetary awards and a suggestion program
ued at organizational improvement.
introlling the Workplace Environment: Noine
Reid, Robert
Occupational Hazards v48n7 PP: 39-41 Jul 1986
AVAILABILITY: ABI/INFORM
rry Stewart, director of occupational health for Allied-Signal Corp.
orristown, New Jersey) feels that a great deal of noise exposure can be
sated through common sense. He relies on engineering controls about 60%
the time in providing noise protection for workers. Personal protective
uipment is used the other 40% of the time. Efforts range from adding
fflers to hydraulic equipment to more complicated measures. To make sure
at personal protection is worn, the company conducts annual training
ssions, posts notices around the plant:;, and distributes tape-recorded
assentations that dramatize the effects o>: hearing loss. It also conducts
riodic audits in the plants. The noise control practices at the Cleveland
ectric Illuminating Co. (Cleveland, Ohio)' include a hearing conservation
ogram and the installation of engineering controls. Cleveland Electric
s a 3-person staff of corporate safety advisers, although specific
thority remains a line responsibility.
23
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*e Most Expensive Person in Your Office
Boeger, James H.
Jrnl of Systems Mgmt v37n7 PP: 38-39
AVAILABILITY: ABI/INFORM
Jul 1986
s most expensive person in the management information systems (HIS)
partment is probably the ''indispensible1' person who seems able to fix
i computer problems faster than anyone else. However, well managed
stems keep running right, and there is no excuse for frequent system
mtime in today's data processing environment. Most such system problems
a caused by such supertechnicians who cannot resist tinkering with it.
re and more offices are realizing that they need not tolerate such poorly
laged systems, but many are still unaware of the considerable cost of the
fiz Bang Wizard1' in terms of reduced user confidence in systems. A new
3 manager with such an employee may find termination necessary since
lavior modification is unlikely to sacceed. The Wiz's peers should
isider other jobs unless they can convince the boss, who validates the
behavior, to implement sound management techniques. User managers
demand system excellence, refusing to settle for less than what they
to accomplish their jobs.
a Incentive System for All Seasons
Johnson, Alicia
Management Review v75n8 PP: 58-60
AVAILABILITY: ABI/INFORM
Aug 1986
adore Sharp, founder of the Four Seasons Hotels, attributes his
npany's ability to maintain 90% occupancy rates at prices higher than
st competitors to the quality of service provided by highly motivated
ployees. Four Seasons uses a bonus and pension incentive plan based
rgely on growth to motivate employees, sustain strategy, and help to set
als. General managers formulate challenging but attainable target
3gets, and bonuses are awarded to top executives based on financial
suits, management of hotel personnel, and other management functions.
ler this system, managers can achieve bonuses equivalent to 25% to 37.5%
salary, middle managers 10% to 20%, and nonmanagement personnel 3% to
In addition, Four Seasons offers employees relatively high wages,
nerous benefits, and recognition. In competing for top-echelon business,
2 hotel chain provides luxurious accommodations, quality food, and
rvice at an average of $140 per night.
24
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Baling with Technical Personnel
LaPlante, Alice
InfoWorld v8n29 PP: 29-30 Jul 21, 198'5
AVAILABILITY: ABI/Inform
in Oglesby, information center manager at First Tennessee Bank
amphis, Tennessee), ranks interperson.il and business skills above
;hnical skills. Other managers agree with this staffing philosophy.
isultant Walter Ulrich points out that 'ine information center should be
aport- and service-oriented. Managers unanimously favor looking to the
ar population to find employees. Consultant Naomi Karten agrees that a
jstantial percentage of staff members should be users because they are
2 people who really understand other users' needs and problems. Managers
50 agree that follow-up attention — including training, education, and
sdback — is essential to maintaining a high-quality support team. Jean
jstain of Economics Laboratories Inc. advises microcomputer managers to
Legate responsibilities to staff members to help everyone keep abreast of
products, enhanced products, and new prices. Diagrams.
le Politics of Workplace Participation
Sell, Reg
Personnel Mgmt (UK) v!8n6 PP: 34-37 Jun 1986
AVAILABILITY: ABI/INFORM
3 Institute of Personnel Management's (UK) Work Research Unit has
2used on the direct participation of workers at all levels in the
visions that affect their own jobs. For worker participation to work, the
sic industrial relations in a company neod to be good, with a high level
trust already established. Much better decisions are likely to result
3m participation. Preparing for participation in significant issues can
introduced by initially using it in l«ss substantial areas to show to
nagement that employees can be trusted to come to workable agreements.
p management must demonstrate by their own behavior that they support
rticipation. However, some managers will be unable to take part in
rticipation fully because of refusal to change, and decisions must be
Je of what to do with them. Participation's major cost involves the time
takes for meetings. The most successful programs have been established
th joint involvement by unions and management. References.
25
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;n Today*s Market, Quality Is Best Focal Point for upper
Management
McBryde, Vernon E.
Industrial Engineering v!8n7 PP: 50-55 Jul 1986
AVAILABILITY: ABI/INFORM
simple commitment to quality is no longer enough for the top
lagement of US companies. In the past, management succeeded in
phasizing quantity in the seller's market and price in the bargain
rket. It will be able to do the same in this ''age of quality,11 although
will not be as easy. Quality is a major business strategy, just as
?ortant as finance, marketing, and manufacturing. To deal effectively
zh the ''quality revolution,'' the knowledge and skill of people must be
~ter utilized. In addition to using more brainpower, companies must also
/elop a synergistic use of human resources. The secret to unlocking this
;ential is the development of a state of ijuality awareness on the part of
3 whole organization so that every activity undertaken promotes rather
detracts from the firm's cause. It is up to management to adopt
ity as a fundamental business strategy .and to make sure it is permeated
roughout the culture of the entire organisation. References.
DC: Correcting Corporate Vision
Johnson, Alicia
Management Review v75n7 PP: 48-50 Jul 1986
AVAILABILITY: ABI/INFORM
itrol Data Corp. (CDC) experienced its.worst financial performance in
35 due to: 1. the computer overcapacity, 2. effects of the dollar's
rength, and 3. the domination of the peripherals market by Japan. CDC was
reed to lay off 10% of its workforce despite its innovative ''rings of
tense11 policy of insulating employees from the loss of a job. Former
ief executive officer and company founder William Norris was admired
ring profitable years for his programs designed to fulfill society's
net social needs. However, some of these programs were challenged for
asing some of the company's financial problems as the budget was squeezed
ghter at the outset of the computer slump. Senior vice-president Robert
ncan concedes that CDC lost touch with its customers and must begin to
sualize them better. Recent commitments 1:0 the future by CDC include: 1.
creased research expenditures, and 2. an intra-company fan club.
26
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he Future of Workplace Alternatives
Kanter, Rosabeth Moss; Summers, David V.; Stein, Barry A.
Management Review v75n7 PP: 30-33 Jul 1986
AVAILABILITY: ABI/INFORM
rrent management practices in the US workplace include: 1. quality of
rking life, 2. employee involvement, 3. workplace democracy, and 4.
rticipative management. These work alternatives provide ways for
ployees to contribute more by allowing them greater participation in and
ntrol over their work. A recent survey showed that organizations of all
zes have adopted such alternatives. Some of these alternatives are
stitutionalized by legal or organizational means, such as: l. collective
rgaining agreements, 2. job descriptions, and 3. managerial promotion
andards. Implementation of work alternatives is best when decentralized
local work units. Data show that organisations prefer alternatives that
quire little modification of existing systems, especially executive and
nagerial roles, status, power or rewards. However, the next decade will
rapid changes. As employees gain more control, issues will be raised
aut the equity of compensation, rank, and status. Charts.
rganizing tbe Future
Blank, Sally J.
Management Review v75n7 PP: 18-21 Jul 1986
AVAILABILITY: ABI/INFORM
e mechanistic model of the late 19th and early 20th centuries was
sed on clockwork assembly methods and mass production. Currently, an
ganic, holistic organizational model is developing, based on a
rticipative management structure that: 1. increases productivity, 2.
hances job satisfaction, and 3. allows workers to feel more like
akeholders in the organization. Even large corporations are adopting the
w model. For example, Honeywell Inc. adopted participative
ality-improvement units in 1981 that have evolved into self-managing
siness partnerships today. These units conduct the day-to-day activities,
lowing management to coordinate operations and seek new business
ssibilities. Participative management is especially effective in
chnical fields where organization charts shift for every new project a
rro undertakes. Large corporations can learn from these fields how such
exibility can speed response time.
27
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ben Values Collide
Brown, Thomas L.
Industry Week v230n2 PP: 29-32 Jul 21, 1986
AVAILABILITY: ABI/INFORM
businesses, in their quest to become highly competitive, are
tempting to .mold their corporate cultures with announced sets of values
principles. Despite what may be stated in abstract principles, the only
/ to manage a corporate culture is to align the human priorities that are
work within it. In a management context, values represent priorities.
ese can be determined by how a manager: '.I. uses time, 2. utilizes staff,
allocates budget, and 4. demonstrates personal energy. Productivity gaps
n occur in any of 21 areas of quality relating to work, such as poor
munications; worklife, such as lack of personal challenge; or
nagement, such as inadequate trust. Closing a productivity gap requires
nagement skills that establish greater workplace harmony, including
terpersonal negotiation and use of managerial influence. Charts.
be New Wizard of Corporate Culture
Murray, Thomas J.
Dun's Business Month v!28nl PP: 36-38 Jul 1986
AVAILABILITY: ABI/INFORM
nagement consultant Stephen R. Covey emphasizes long-term changes in
s management course, Art of Executive Excellence. A year-long program,
e course costs from $30,000 to $400,,000 for a company to enroll,
pending on how many executives participate. The company effort, not
dividual, is encouraged so that managers can reinforce each other in
anging the corporate culture within a firm and so that monitoring, which
an important aspect between the sessions, can be better carried out. The
habits of excellence that Covey emphasizes are: 1. proactivity, that is,
king the initiative and responsibility for making things happen, 2.
eativity, 3. productivity, 4. interdopendency, or cooperation, 5.
pathy, that is, seeing other people's; viewpoints, 6. synergy, or
amwork, and 7. consistency. Covey recommends performance agreements
tween managers and their subordinates and suggests that the principles he
aches be carried over from the workplace 1:o the home.
28
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sven Steps to Become a Superboss
Freemantle, David
Director (UK) v39nll PP: 39,43-44
AVAILABILITY: ABI/INFORM
Jun 1986
order to achieve mangerial excellence, to become a ''superboss,''
jcutives should follow 7 key steps: 1. Give adequate time to people. 2.
/elop an individual personal vision of success that is linked to the
rporate strategic vision. 3. Clarify accountabilities within the
siness. 4. Demonstrate genuine caring for people through actions. 5.
ster trust within the organization by confronting difficult problems and
libiting total integrity, honesty, and open communication. 6. Adhere to a
; of management principles that are coh.esive within the company so that
isistency, not expediency, in management practice is attained. 7. Work
*ard self-motivation, as grounded in a belief in self, superior, the
apany, and the company's mission, as. a way to motivate others. These
;errelated steps have universal application.
f Search for Excellence
Diefendorf, Monroe M.
Managers Magazine v61n6
AVAILABILITY: ABI/INFORM
PP: 26-33,36 Jun 1986
successful insurance agency must be strong in the basics of
Bruiting, training, supervising, products, agency services, new markets,
i computer utilization. However, equally important is a corporate culture
sed on a value system. The development of successful salespeople requires
management style that emphasizes dedication, professionalism, and
sdibility. Agencies are successful fox the same reasons that companies
* successful — by excelling in the areas described in the book In Search
Excellence: 1. managing ambiguity and p>aradox, 2. a bias for action, 3.
aying close to customers, 4. exhibiting autonomy and entrepreneurship, 5.
lieving productivity through people;, 6. developing a hands-on,
Lue-driven way of doing business, 7. remaining devoted to the core
siness, and 8. keeping a simple form and a lean staff. The MONY insurance
ancy is discussed in regard to the way it exhibits these 8 factors. For
ample, the agency is value-driven in the: sense that the agency's mission
to assist the public in financial planning.
29
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> Control Costs, Manage People Better
Sherwood, Andrew
Management Solutions v31n7 PP: 41-42
AVAILABILITY: ABI/INFORM
Jul 1986
ice cost control is a top priority in operating any organization, the
fective management of human resources becomes very important. Several
sas in human resources management can help effect cost control: 1.
inning work schedules to minimize, 2. optimizing working conditions to
jp turnover at a minimum, 3. enhancing labor relations, 4. installing and
titoring effective safety and health programs, 5. initiating programs to
: waste, 6. insisting upon quality work, 7. reducing overhead, 8. hiring
i right people for the right job at the right time, 9. weeding out
jompetent workers, 10. training employees to do a better job, 11. keeping
xLoyee morale high, and 12. encouraging employee ideas.
ipan, U.S.A. —- The Difference Japanese Management Makes
Bernstein, Aaron; Cook, Dan; Engardio, Pete; Miles, Gregory L.
Business Week n2955(Industrial/Technology Edition)
PP: 47-50 Jul 14,1986
AVAILABILITY: ABI/INFORM
janese companies, competing on the same level and with the same
jinents as US firms, have implemented a distinct management style. At Mew
Lted Motor Manufacturing Inc. (NUMMI), a joint venture between Toyota
;or Corp. and General Motors Corp., Japanese managers made changes that
je boosted productivity, reduced grievances, and made NUMMI more
aductive than other US car plants. Japanese managers emphasize flexible
rk teams and a focus on quality. Workers are given more responsibility,
i managers put themselves on an equal level with workers. This approach
courages loyalty and cooperative labor. As a result, assembly lines run
re smoothly and can be shifted easily. However, such cooperation may fade
ir time. The Japanese still buy many parts from firms in Japan, and
Lons must decide how much to cooperate with Japanese management. Map.
iphs.
30
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le Revolt Against *Working Smarter'
Saporito, Bill
Fortune vl!4n2 PP: 58-65 Jul 21, 198ۥ
AVAILABILITY: ABI/INFORM
.-king smarter, also known as participative management, is based on the
ja that workers can play an active rol& in management. One study of 101
lustrial companies showed that, where work teams and quality circles were
id in the late 1970s, the participatively managed companies outscored the
lers on 13 of 14 financial measures. Wh&n properly implemented and given
i support of management, participative management works well to improve
>ductivity and motivation. Most efforts to introduce participation,
/ever, do not succeed. The reason, according to consultants and
idemics, is lack of commitment by management at all levels — upper,
Idle, and lower. The participative process does not fit well with
iditional management methods and measurements, and most managers are not
:erested in changing their ways or their organizational structure. Still,
jre are successful examples of participative management. For example, at
leral Electric's Ravenna, Ohio, plant, the approach is credited with
:reasing productivity about 25%.
jtting the Best from Foreign Employees
Copeland, Lennie; Griggs, Lewis
Management Review v75n6 PP: 19-26 Jun 1986
AVAILABILITY: ABI/INFORM
working with employees in other countries, modern business methods
jt not clash with traditional expectations. There are several rules for
tling with foreign employees: 1. Look and act the part of an authority
jure. 2. Show personal concern for employees in relationship-oriented
;ieties. 3. Involve people in decision making in ways that they
ierstand. 4. Know why people work and how their jobs fit into their
/es. 5. Understand different reactions to competition. 6. Choose
aropriate rewards and incentives. 7. Avoid using blame and shame. 8.
Llow up on a job once it is assigned. 9. Think creatively about where to
id employees. 10. Be sensitive to local hiring norms. 11. Do not
leralize from one country to another. 12. Recognize that firing should
/er be abrupt or taken lightly. 13. Clearly define the quality of staff
pessary during negotiations for joint ventures.
31
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ombatting Reverse Delegation
Treese, Lorett
Supervision v48n7 PP: 6-8 Jul 1986
AVAILABILITY: ABI/INFORM
verse delegation results from employees resenting requests to do extra
rk and behaving in ways that make it difficult for supervisors to assign
3h tasks. Since extra work often is critical to the company, supervisors
st be skilled at combatting reverse delegation to be of real value.
pervisors must make it clear to employees that job descriptions do not
empt them from extra work. Employees should be told why they were chosen
do particular tasks, emphasizing that their normal work must not suffer.
ce the initial objections are overcome, the employee should be told to
epare an outline of the approach to be used. This will provide a focus
i a work plan, placing the responsibility for understanding and
mpleting the assignment on the employee. The employee's work should be
viewed at checkpoints to monitor the quantity and quality of the effort
ing made.
elling Quality to the Troops
Rohan, Thomas M.
Industry Week V229n6 PP: 54-60 Jun 23, 1986
AVAILABILITY: ABI/INFORM
ny US managers do not know how to implement a quality-improvement plan
their organizations. According to consultant Philip Crosby, quality
provement involves changing the culture of a company, not just its
nufacturing, a process that can take up to 5-10 years in a large
ganization and 2-3 years in a company with a few hundred employees. The
rst step is to admit to employees that quality is a management problem,
at it has not been managed correctly, and that it will take effort by
eryone to change the situation. Commitment to the program is needed at
1 levels. Middle managers and production workers must be convinced of top
nagement's commitment, preferably by a kickoff event, followed by ongoing
monstrations of interest and participation by high-level executives.
ctics that help workers become involved include soliciting workers1
ggestions, sending workers to customers' plants for feedback, and using
rd facts and figures to show the expenses incurred by poor quality
oducts.
32
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ming and the 14 Points: A Personal View
Ranney, Gipsie B.
Survey of Business v21n3 PP: 13-15 Spring 1986
AVAILABILITY: ABI/INFORM
j 14 points of W. Edwards Deming, long valued in Japan, are a set of
Lnciples to guide business practice and help keep a company competitive
the present and in the future. The 14 points are interrelated; failure
adhere to one may render the others ineffective. There must be a
itinuous effort to improve quality and productivity. Quality should be
signed and built into a product. Quality is not achieved by screening the
lished product. Suppliers should not be selected solely for low price but
r quality as well. Compartmentalized accounting and short-term evaluation
individuals can result in artificial barriers to teamwork and should be
Lminated. Managers need to avoid the band-aid approach of fixing symptoms
Aer than removing causes of problems. To increase productivity, it is
pessary for management to provide the methods and supply employees with
_jper training and tools.
iturn: An Experiment in People Management
Hoglund, William E.
Survey of Business v21n3 PP: 12 Spring 1986
AVAILABILITY: ABI/INFORM
* new Saturn division of General Motors Corp. (GM) wants the total
rticipation, contribution, and commitment of all 6,000 employees.
-urn's agreement with the United Auto Workers (UAW) is an attempt to
lieve genuine cooperation by the elimination of seniority standards and
rk rules. A UAW adviser is on the Saturn management staff. Self-directed
ams of 5-20 people are responsible for quality at each stage. The teams
sp records and work with suppliers. Employees receive 80% of the
caight-time wages of domestic auto manufacturers; additional income to be
ilized by meeting performance, quality, and productivity goals. The
?cess of Saturn may be indicative of the future success of GM and of the
economy in general. American workers are the most educated, talented,
iependent, and resourceful workers in the world, and Saturn wants to make
3 most of them.
€)
33
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inagement: People Productivity
Dressier, Fritz R. S.; Seybold, John W.
Modern Office Technology v31n6 PP: 12-18
AVAILABILITY: ABI/INFORM
Jun 1986
irs ago, W. Edwards Doming was ahead of his times when he preached
it product quality and manufacturing productivity were one and the same.
ning used commonsense methods, simple statistical controls, and a
sple-oriented approach to excellence. His points for managers can be
Duped into 3 categories: motivation, knowledge, and opportunity. For
aper motivation, barriers between hourly workers and pride of work should
removed and fear eliminated. A vigorous program of education and
lining and supervision to help people improve job performance fall under
3wledge. Opportunity involves adoption of the new philosophy, constant
forts to improve, and eliminating barrier;; between departments.
rofitability: The Key to Successful Employee
Involvement Prograas
Kushell, Elliot
Advanced Mgmt Jrnl v51n2 PP: 22-25 Spring 1986
AVAILABILITY: ABI/INFORM
be a legitimate management tool, an employee involvement program
st: l. produce measurable results, 2. improve product quality, 3. save
ley, and 4. increase corporate profits. An employee involvement program
Duld be perceived in the same way as any other expenditure, with
lancial impact as the bottom line. Measurable results are more attainable
following these steps: 1. Analyze the motivations for instituting the
ogram. 2. Determine the payoff and compare it with estimated
penditures. 3. Demand periodic reports. 4. Take action on recommendations
DJD the program. 5. Rotate the program's team members. 6. Reward
rticipants. Employee involvement must be seen as a profitable management
2hnique if such programs are to be continued. References.
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aadership: The Essential Quality for Transforming
United states Businesses
Snyder, Neil H.
Advanced Mgrot Jrnl V51n2 PP: 15-18 Spring 1986
AVAILABILITY: ABI/INFORM
3k of leadership is the most important problem facing US organizations
lay. There are 3 qualities that distinguish true leaders from good
nagers: 1. vision, 2. values and beliefs that translate the vision into
^rational terms, and 3. an orientation taward taking action and risks to
ce the vision a reality. Vision allows leaders to detect patterns or
ands in events and to predict future events. Authors Thomas Peters and
sert Waterman have indentified 7 basic beliefs shared by the best
npanies. They include a belief in: 1. being the best, 2. the importance
details, 3. the value of individuals, 4. superior quality and service,
innovation and the willingness to support failure, 6. importance of
formality to enhance communication, and 7. the need for economic growth
-I profits. Taking action requires thesis leadership characteristics: 1.
scipline, 2. energy, 3. determination, 4. persistence, and 5. zeal.
Terences.
*ecutive Suite: Working in the Trenches
Anonymous
Small Business Report vllnS PP: 34-36
AVAILABILITY: ABI/INFORM
May 1986
fred Camhi is the chief executive ofIricer of Vectron Laboratories
Drwalk, Connecticut), the world's leading producer of crystal
211 la tors. He has built an executive Eiuite that reflects the utility,
icticality, and simplicity he prefers; stylish elegance, he says, would
terfere with the firm's special ''job shop1' atmosphere. In an attempt to
/elop a spirit of equality and openness among employees, Camhi has
spted a management style of ''working in the trenches.11 This in turn is
fleeted in Vectron's office layout, which is designed to encourage an
an-door policy. Camhi also sends out employee surveys to measure morale
3 the effectiveness of employee benefits, which include a $100,000
-house physical fitness facility. In the manufacturing area, Camhi has
/eloped a ''quick reaction system,11 where each function is located near
2 principal in charge of that operation. Vectron's overall layout
inforces thetfirm's reputation for quality.
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aadership and Wealth
Hermann, John L.
Quality Progress v!9n5 PP: 37-40 May L986
AVAILABILITY: ABI/INFORM
ality and productivity declines in the US have resulted from a
^management of people resources based on control through .fear and
omission, which is completely contrary to the American driving force of
iividualism. Instilling self-motivation requires an understanding of
dividual needs and individual relations within the dynamics of small
sups. Managerial conflict control relies on an understanding of the basic
nan needs of contentment and fulfillment, along with the need to belong,
ich facilitates the giving and receiving of help. Doer-helper units are
nergistic in facilitating achievement of harmonious excellence and in
stering increased trust. Synergistic groups in pursuit of accepted goals
aid optimum productivity, quality, and fulfillment. A plant experiment,
ich stressed worker dignity, a buildup of trust, team spirit, and
x~aflict control, resulted in improved quality and productivity, together
th the creation of wealth.
anagement — What We Can Learn from the Japanese
Davis, Harold s.
Production & Inventory Mgmt v27nl PP: U5-89 First Quarter 1986
AVAILABILITY: ABI/INFORM
e annual rate of increase of the productivity in the US has dropped
e country to llth place among major industrial nations. One of the major
ntributors to this poor standing is ineffective management. It is
perative that managers find ways to increase what the labor force can
oduce. The Japanese offer good models to turn to for help. Although the
panese use few new management ideas, they have effectively used existing
eas, been eclectic in their selection process, and boldly implemented
sir choices. Some of the management techniques they have used that the US
ould emulate include: 1. modernization of equipment, 2. new approaches to
bcontracting, 3. low-cost loans to business and industry, 4. increased
e of robots, 5. more stress on quality, <5. participative management, and
a wide application of motivation techniques.
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aw to Achieve Performance: 2. Rescue
Hoffman, Michael
Management Today (UK) PP: 102-108 Apr 1986
AVAILABILITY: ABI/INFORM
2 salvage of an engineering business requires reduction of the cost
se and development of a market-led strategy. To ensure company survival,
ntainment is a basic issue that usually involves drastic cost-cutting,
anges in top management, and management on short-term issues. The early
sovery of Jaguar followed this course. Convincing long-time employees of
2 need for speedy change can be difficult. Over the last 5 years, GKK has
rsued development of a market-led strategy. A true market plan will
spend to the environment, competitors, and customers, and the product
an will address customer expectations, technical requirements, price,
ality, and timeliness. Then, a manufacturing strategy can be formulated,
gether with a systems plan to integrate all facets. Application of
nagement information systems enhances this* process. Finally, the personal
^pizazz'' of a senior executive is needed in convincing others of the
rket plan's worth.
a Search of Bureaucratic Excellence
Williams, Harold W.
Bureaucrat vlSnl PP: 16-21 Spring 198 e;
AVAILABILITY: ABI/INFORM
Search of Excellence describes 8 principles that characterize
zcessful business management. Of these principles, 7 run almost exactly
unter to the prevailing culture in the federal bureaucracy. These
inciples are: 1. a bias for action, 2. staying close to the customers, 3.
tonoray, 4. entrepreneurship, 5. hands-on, value-driven operation, 6.
mple form, lean staff, and 7. simultaneous loose-tight properties. While
ese principles cannot simply be transferred to the federal bureaucracy,
ere are some lessons that can be learned. An experiment has been
ggested that would attempt to transplant some of the lessons from
11-run companies to the federal bureaucracy. One agency would be selected
commit at least 10 years to the project. Some of the lessons it might
y to instill include responsiveness, stewardship of public funds,
mplification, and reliability. While this may sound visionary, it needs
be done lest the bureaucracy someday cease to function at all.
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rofessionalizing the career Service
Stahl, O. Glenn; McGurrin, James J.
Bureaucrat vlSnl PP: 9-15 Spring 1986
AVAILABILITY: ABI/INFORM
5 civil service system is plagued by a number of problems, but no one
nip seems responsible for the level of quality or the public prestige of
/il service. The various employee organizations focus on micro issues
;her than the viability, quality, and integrity of the career civil
rvice as a whole. Three suggestions have been made that could turn these
ablems around: 1. Establish by statute a national Executive Branch Career
rvice. 2. Give the Merit Systems Protection Board authority and
uountability to provide positive leadership for correcting the problems
md in civil service. 3. Establish priorities for a comprehensive
rsonnel management improvement program,. Perhaps the first step in the
plementation of these recommendations should be the establishment of a
* ''Hoover Commission11 to study and clarify the problems of the civil
-rvice.
>-Do Lists for Managers
Hansen, M. R.
Supervisory Mgmt v31n5 PP:
AVAILABILITY: ABI/INFORM
37-39 May 1986
tse lists reflecting both traditional supervisory responsibility and
re recent management developments, such as quality circles and
irapreneurship, are offered. Managers should behave assertively,
Lntaining direct, steady eye contact. They should stand erect and still,
3k relaxed, and speak in a normal voice. In discipline, managers must
rays follow the procedure set by this organization, being careful to
;ument poor performance, counseling offenders, and giving them a chance
improve. Managers should use motivators that are intrinsic to the job
1 that can contribute to job satisfaction. Such motivators include: 1.
sponsibility and accountability, 2. recognition, 3. feelings of
lievement, 4. expansion of knowledge, 5. more autonomy, and 6. direct
*dback. Managers may want to give employees special assignments that can
.^tribute to their development. Additional lists provide helpful hints in
3 areas of performance evaluations, productivity, quality circles, input
Dm employees, and time savers.
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le Ten Deadly sins
Peters, Tom
High Technology v6n5 PP: 12,15
AVAILABILITY: ABI/INFORM
May 1936
jn high technology companies fail, it is seldom because of lack of
lancing control or imaginative engineering but rather because of the
ibility or unwillingness of management -co shift from a technology focus
a customer focus. Ten ''deadly sin:;11 are characteristic of this
?blem: l. failing to use manufacturing as a marketing weapon, 2.
lervaluing the intangibles of a product., 3. running the firm inside-out
iwardly focused) rather than outside-:Ln (user focused), 4. failing to
te sufficient investment in sales and service, 5. delaying too long in
rking on quality, reliability, and maintainability, 6. permitting capital
assume more importance than people, 7, having too slim a portfolio of
Ltial products, 8. failing to take full advantage of what international
rkets can offer, 9. waiting too long to decentralize the organizational
ructure, and 10. believing that bureaucracy and complexity are necessary
^~_>ects of growth.
inning successful problem-solving groups.
Brightman, Harvey J.; Verhoeven, Penny
Business v36 Apr-Jun, 1986, p!5(9)
3blem-solving groups are effective only if there is systematic doubt
1 explicit norms. A four-phase model is provided for implementing
fielent group problem-solving. The assumption propounded is that groups
3 better than individuals at solving complex problems.
^tuning the auto industry, (management theories and training
stances in the auto industry)
Lee, Chris
Training: the Magazine of Human Resource Development
V23 April, 1986 , p55(6)
2 transformation of Detroit automakers from stodgy, centralized dens
autocracy into modern, flexible, quality-driven companies has forced
rtain changes in the employee training responsibilities within the
iustry. Huge corporations must be kept informed about their new cultures,
i managers and employees need training in the newer tasks that the
nagement changes require of them. Chrysler and Ford have led the way in
aining workers about their new found importance to their auto making
oyers.
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10 really controls quality?
Nelson, Andre
Supervisory Management v31 April, 1986, p8(3)
tore assuming that workers are responsible for the poor quality of a
)duct, a supervisor should examine which of the factors required for
ility fall under the control of the supervisor rather than the worker. To
re good quality, workers must have good tools, materials, and training.
Dervisors may not recognize their responsibility for providing these
ams for a number of reasons such as laziness, lack of adequate
aervisory training, and fear of confronting management.
10 Sciaky experience: keeping abreast of the 'leading edge*.
(Sciaky Brothers, Inc. and manufacturing planning)
Production v97 March, 1986, p?l(2)
laky Brothers Inc. produces special welding equipment to manufacturing
rms on the leading edge of their industries; consequently, most of its
rategic planning is performed in response to its clients' needs. Sciaky's
ients include: General Motors, General Electric, and Pratt and Whitney,
I of whom are concerned with controlling costs related to welding
jcesses, without sacrificing quality in the manufactured products.
rategic planning at Sciaky is performed in conjunction with its client
npanies, and focuses on technological innovation and automated
lufacturing.
ive top companies talk manufacturing planning.
Brooks, Sandra Lee
Production v97 March, 1986, p57(l)
2 requirements of the marketplace have encouraged automation, quality
itrol, and cost reduction programs in the manufacturing industries.
nputers are currently present at every functioning level within most
.tufacturing companies. Comprehensive long-rang strategic planning must be
rformed in order to properly manage the computerization of a
.iuf actur ing firm.
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oal setting: an extension of the research.
Punnett, Betty Jane
Journal of Applied Psychology v71 Feb, 1986, p!71(2)
al setting improves the performance of workers in less developed
untries much as it does in industrial nations, a study of Caribbean women
termined. Workers given difficult goals outperformed those given no goals
told to do their best. However, national variables must be considered in
ture research, as should the quality of the productivity and any
ng-term effects the goal chasing might have.
participation in a quality circle program:
impact on quality of work life, productivity, and absenteeism.
"Marks, Mitchell Lee; Hackett, Edward J.; Mirvis,
Philip H. ,* Grady, James F., Jr.
Journal of Applied Psychology v71 Feb, 1986, p61(9)
e impact of participation in quality circles, work groups based upon
panese models, was the focus of a recent study of workers in a
nufacturing facility. The study found that there as a positive
rrelation between quality circle participation and the quality of an
ployee's work life. The results indicate that the quality circle's value
as a buffer from negative factors, rcither than as an active positive
rce.
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rtificial intelligence provides real-time control of
DEC'S material handling process.
Wyriot, Mark
Industrial Engineering v!8 April, 1986, p34(7)
/ital Equipment Corp.'s Marlboro, Massachusetts printed circuit board
jduction facility needed to increase its output to prepare for the
>duction of the company's new VAX 8650 supercomputer. The facility's
ficiency was low, it had a high production loss, and product quality was
^standard, all of which presented a formidable challenge to the engineers
irged with developing and implementing a material handling and control
stem to support the new product. The major goals of the project team were
get daily reports from the system to managers, increase the visibility
the production and testing operation, eliminate electrostatic discharge
Llures, implement team production theories, reduce inventory and normal
jduction loss, and implement an artificial intelligence-based control
stem. The implementation of the system is described,with the benefits
:rued from the system including decreased cycle time, indirect labor
reduced direct labor, reduced work-in-process, better use of test
1 assembly time, improved quality and less electrostatic discharge, and
;ter overall control over the production process.
irticipatory management: solving problems from bottom up.
Pridmore, Jay
Cashflow Magazine v7 May, 1986, p71(l)
ihough for years participatory management programs seemed confined to
itory settings, the concept is finding itself applied in corporate
lancial management departments with the goal of increasing returns on
art term investments and setting up foreign sales corporations. The use
quality circles to solve problems with treasury department operations is
scussed. In addition, as employee problem solving becomes more the vogue
corporate America, treasury department employees are finding themselves
signed to participatory management groups increasingly.
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roup approaches for improving strategic decision making:
a comparative analysis of dialectical inquiry, devil's
advocacy, and consensus.
Schweiger, David M.; Sandberg, William R.; Ragan, Janes W.
Academy of Management Journal v29 March,, 1986, p5l(21)
•ee forms of strategic policy group decision making were evaluated in
fht of production and satisfaction results. The dialectical inquiry and
rils advocacy processes proved to produce solutions of superior quality,
.le consensus methodologies resulted in higher group satisfaction and
:eptance levels, and generated a stronger desire to continue in the group
imework.
>mpetency-based curricula.
Pace, R. Wayne; Peterson, Brent D.; Porter, W. Marc
Training & Development Journal v40 March, 1986, p71(5)
j findings of the Models For Excellence survey conducted by the
jrican Society for Training and Development are reviewed in relation to
tan resources (HR) training and development courses in colleges. The
rvey found that HR courses occur predominantly in education departments
I generally exist at the graduate level. Most programs emphasize program
iign, rather than marketing of HR services. Other aspects of the way HR
viewed and taught vary by school and department, Based upon the survey,
is recommended that HR courses: focus on roles rather than specific
.11s, try to be as broadly based a:; possible, and emphasize the
joretical aspects of HR. Students should consider their role interests in
.ecting HR courses.
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building on a deadline.
Phillips, Ronald C.; Miller, Barry W.
Training & Development Journal V40 March, 1986, p54(4)
.0 Edison is an example of how project team building can bail a
tpany out of a tight spot. When an a:Lr quality project began to fall
igerously behind schedule, Ohio Edison adopted new team building
rategies to get it back on track. Through intensive meetings, the project
; reborn, with project managers meeting often to discuss needs and
.orities, and to formulate specific plans for implementing these
visions down the line. The project team approach faced skepticism from
le members of top management and almost foundered. However, the team
Aiding sessions enabled completion of the air quality project on time and
ler budget.
loosing between directive and participative management.
amlin, Richard
upervisory Management v31 Jan, 1986, p!4(3)
>ervisors need two styles of management to succeed in an organization
directive management and participative management. Directive management
ms that the supervisor identifies a problem, its solution and the
:essary steps. This approach is appropriate in certain situations,
eluding : handling personnel in emergency situations, implementing
jciplinary policy and determining short-term production schedules.
rticipative management includes employees when solving a problem.
;uations in which participative management is appropriate include :
iding ways to increase productivity of quality, setting work group goals
1 objectives, reducing customer complaints, or building a more effective
im.
le politics of organizations.
Macher, Ken
Personnel Journal v65 Feb, 1986, p81(4)
ipanies must recognize that, whatever their other talents, workers
aost always enter the work world lacking crucial human relations skills.
ipanies must encourage the acquisition of these skills for improved
srall corporate health. They can do this through four steps: providing
idily available and useful feedback, offering human relations training
^grams, creating a work environment of positive norms, and recognizing
rewarding human relations excellence.
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11, I1
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lality assurance in the office.
Mussatto, Donald
Management World v!5 Jan., 1986, pl8-20.
3 Pages.
nethod for evaluating and controlling the ijuality of completed work is
isented. Errors, predictable results and problem souces are discussed.
:cess at improving and controlling employee work quality depends upon the
lilability of quality assurance data.
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