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.
                         11

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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.
                         13

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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.
                         14

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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.
                         15

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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.
                         16

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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.
                         17

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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.
                         34

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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.
                         35

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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.
                          36

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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.
                         37

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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.
                         38

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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.
                           39

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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.
                         40

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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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