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The Implementation of Total Quality Management in Small and Medium‐sized Manufacturing Companies
Goh, P.L.; Ridgway, K. - In: The TQM Magazine 6 (1994) 2, pp. 54-60
Presents the results of a study which examines the implementation of Total Quality Management in small and medium … manufacturing companies in the Sheffield area. Identifies five major components of TQM and assesses the performance of the companies … relative to these components. Examines the attitudes and perception of TQM within the companies and makes recommendations for …
Persistent link: https://www.econbiz.de/10015033342
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TQM? It’s as Easy as ABC
Babbar, Sunil; Aspelin, David J. - In: The TQM Magazine 6 (1994) 3, pp. 32-38
application of TQM. It establishes an innovative and proactive perspective on TQM implementation. Most importantly, it challenges … sceptics of TQM to re‐evaluate. In helping management and other employees understand the essence of TQM, addresses some …Can a TQM initiative really fail? The primary aim of the article is to convey a more astute understanding of the very …
Persistent link: https://www.econbiz.de/10015033349
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The soft foundation of the critical success factors on TQM implementation in Malaysia
Lau, H.C.; Idris, M.A. - In: The TQM Magazine 13 (2001) 1, pp. 51-62
critical success factors are an obstacle in implementing TQM effectively and successfully. This study has developed a TQM soft … activities. The study has examined the relationship between the soft elements of critical success factors on TQM tangible effects …The literature review concludes that TQM is a proven systematic approach to the improvements of the organisation …
Persistent link: https://www.econbiz.de/10015032923
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Blocks to Better Management
Ball, Tony - In: Management Development Review 7 (1994) 4, pp. 14-15
Provides a commentary on the inadequacy of verbal communication between managers, suggesting that this fosters distrust throughout the organization. Advocates the need for a new breed of manager, with a different set of concepts and perspectives, and concludes that the role of management must be...
Persistent link: https://www.econbiz.de/10014936553
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Improving Organisational Communication: Developing a Management Strategy
Robinson, Sandra E. - In: International Journal of Public Sector Management 3 (1990) 1
Staff perceptions of management/staff communications are examined through an attitude survey. Organisational characteristics and their likely impact on the communication climate are considered and a communications strategy is developed. In challenging and changing times, organisations need to be...
Persistent link: https://www.econbiz.de/10014799487
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Difference between Perceived and Desired Leadership Styles
Savery, Lawson K. - In: Journal of Managerial Psychology 8 (1993) 6, pp. 28-32
Describes a study which was conducted within the state headquarters of a statutory body of the Australian Federal Government. It measured the level of perceived and desired autonomy people either received or wished for in decision making, level of job satisfaction and level of organizational...
Persistent link: https://www.econbiz.de/10014888340
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The Changing Health Care Workplace: A Challenge for Management Development
Metzger, Norman - In: Journal of Management Development 10 (1991) 4, pp. 53-64
health care employees at all levels. Only collaborative teamwork is seen to be appropriate to developing the levels of …
Persistent link: https://www.econbiz.de/10014882987
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Comfort from conformance
Stevenson, Gordon J. - In: The TQM Magazine 8 (1996) 1, pp. 7-14
through achieving a balance between management control and employee empowerment. Describes the implementation of a structured … foundation on which to build their success.  …
Persistent link: https://www.econbiz.de/10015033448
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Who Should Decide? Key Areas for Participation
Soutar, Geoffrey N.; Savery, Lawson K. - In: Leadership & Organization Development Journal 12 (1991) 5, pp. 8-11
measuring the respondents′ preferred style of leadership. The results suggest that people do not think employees should …
Persistent link: https://www.econbiz.de/10014923443
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Great teams build themselves
Wilson, Fred - In: Team Performance Management: An International Journal 2 (1996) 2, pp. 27-31
Describes the process of team development, emphasizing the role of the team members. Notes the importance of “catalyst” team members and the need for pace in the development process and the meeting of objectives. Gives examples from the author’s experience and concludes that the process is...
Persistent link: https://www.econbiz.de/10015031370