The management of change in a high profile public service with more than its fair share of political influences, demonstrates the scale of change possible, given a clear strategy and a strong managerial commitment. This leads to high productivity, quality and value for money, with a strong...

Based on research at Cranfield School of Management, involving 36 organizations in the UK, USA, Ireland, Greece and France and thousands of European executives, addresses such questions as: What does vision mean at the top? What is required for consistent success as a top manager? What does the...

Reports on resistance to change among staff within an organization and the subsequent problems for managers. Examines causes of resistance and categories of behaviour related to it. Suggests that better understanding of both of these issues leads to more effective management.

Describes the efforts made by Newcastle Breweries to improve its competitiveness by implementing TQM and therefore achieving superior customer satisfaction. Follows the company through its introduction of a “quality customer package” outlining the range of services available to the customer;...

States that efficient communication of the TQM message is essential if a programme is to be implemented successfully. Underlines the need to tailor communications messages according to who they are directed at, especially employees, and suggests that quality managers work together with public...

Provides a “user friendly” benchmarking system which can be used before undergoing organizational change in order to create reference points which will serve as baselines and goals. First, defines what benchmarking is and looks at the characteristics of a benchmarking system. Reveals the...

Describes the introduction of a TQM culture at Pitney Bowes plc in the United Kingdom in order to make it more competitive in a receding market. Reports on the formation of corrective action teams and continuous improvement teams in order to help implement the change process. Details how these...

Examines the adoption of TQM by SGS‐Thomson, which first created a semiconductor user reliability evaluation (SURE) quality policy in the late 1970s. Charts the development of statistical process control (SPC) steering committees and the introduction of failure mode effect analysis (FMEA);...

Looks at how some organizations are turning away from total quality management (TQM) and looking in another direction to solve their problems. The new concept is “re‐engineering”. It offers breakthrough solutions for what seem to be intractable problems. Discusses why TQM is ow coming...

Describes how the University of Manchester Institute of Science and Technology (UMIST) generic improvement framework was used by a selection from the Trafford Park industrial area. Outlines the two frameworks which were developed, one catering for the needs of small companies and one for larger...