Deming (1986) was quite adamant that any attempt to reward the individual for supposed personal contribution in the workplace was wrong. This flies in the face of the belief that it is right and proper to reward a person for work well done. It is totally counter‐intuitive to a boss who is...

Successful total quality management (TQM) is dependent on first class problem solving. Numerous techniques have been created to help the TQM practitioner along the problem solving journey. However, it can be very difficult to decide which of these techniques should or could be used at any point...

Reports on a recent survey by GHN Career Management Consultants who suggest companies are not making the best use of high fliers. Provides a method of identification of high fliers, both practical and attitudinal and supplies development plans, such as learning in groups and mentoring. Concludes...

Examines training by external mentors and its effects on management education. Suggests that it is complementary and supportive of all other training methods, since it encourages the practice of skills learned through formal training. Explains how external mentoring works – by assessing an...

Argues that a TQM programme can reduce the COPQ (cost of poor quality) by between 20% and 40 per cent. Suggests benchmarking is the first step to estimate an organisation′s minimum level of waste by comparing itself with the market leader in its sector, then to examine long‐term performance...

Explains how concept mapping taken from the educational world, can help clarify the mess. Asserts that combining this tool with a preliminary step goes a long way towards creating the consensus and harmony essential to the production of acceptable practical solutions. Contends concept maps...