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Brent’s Total Quality Programme
Walker, John - In: The TQM Magazine 6 (1994) 4, pp. 09-10
quality programme, with its emphasis on cascade training through quality facilitators.  …
Persistent link: https://www.econbiz.de/10015033354
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It Was a Great Idea, But...
Edinboro, Bob; Palmer, Richard - In: The TQM Magazine 6 (1994) 6, pp. 49-56
. Presents instructions for running an employee training session, including sample exercises.  …
Persistent link: https://www.econbiz.de/10015033388
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Culture Change: Training
Atkinson, Philip - In: The TQM Magazine 2 (1990) 2
Examines training. Considers training is a key element in creating culture change. Explains the importance of managing … the learning environment, maintaining interest and developing action plans based on the training experience. Asserts that … training should address changing attitudes. Discusses TQM workshops and action learning. Considers the importance of feedback …
Persistent link: https://www.econbiz.de/10015033802
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Opening the door to improvement
Lee‐Mortimer, Andrew - In: The TQM Magazine 4 (1992) 1
. Identifies the ways in which the company transfers its strong culture to newly acquired companies through Training and education …Demonstrates how management consultancy CMG has conserved its open culture, despite having grown dramatically in size …
Persistent link: https://www.econbiz.de/10015033263
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TQM – a holistic view
Page, Richard; Curry, Adrienne - In: The TQM Magazine 12 (2000) 1, pp. 11-18
Notes that while total quality management has elements in behavioural and culture change which look to empowerment, the …
Persistent link: https://www.econbiz.de/10015032866
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Is it Spring or Autumn for TQM?
Pitts, Colin - In: The TQM Magazine 6 (1994) 5, pp. 35-37
. On‐the‐job training in the application of TQ and the effective use of teams is the preferred method. Translation of the …
Persistent link: https://www.econbiz.de/10015033367
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TQM2 – the methodology: an approach to breathing new life into your TQ effort
Foster, Morris; Smith, Stuart; Whittle, Susan; … - In: The TQM Magazine 7 (1995) 2, pp. 46-51
Companies which seem to have succeeded in complementing TQ programmes over time appear to be those which have acquired the capability to change direction frequently. Argues that the choice managers make about which direction they take depends on the particular mindset they use. Describes...
Persistent link: https://www.econbiz.de/10015033406
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Understanding the perception
Hutt, Geoff - In: The TQM Magazine 3 (1991) 3
The article examines the difficulty of defining “quality” and promotes the use of plain English to break down barriers and dispell illusions among management and staff. Highlights the experience of AT&T Istel in educating and motivating senior managers and creating an open, supportive...
Persistent link: https://www.econbiz.de/10015033216
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When change is no longer enough: what do we mean by “transformation” in organizational change work?
Tosey, Paul; Robinson, Graham - In: The TQM Magazine 14 (2002) 2, pp. 100-109
The term “transformation” is much used in the practice and literature of management and organizations. We are curious as to why there has been little challenge to or questioning of usage of the term. In this paper we identify a number of dimensions on which usage of ‘transformation’...
Persistent link: https://www.econbiz.de/10015032949
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A new framework for managing change
Oakland, J.S.; Tanner, S.J. - In: The TQM Magazine 19 (2007) 6, pp. 572-589
Purpose – Experience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. The main purpose of the research reported in this paper was to examine the apparent gap between...
Persistent link: https://www.econbiz.de/10015033208