It is becoming increasingly clear that the engine for organisational development is not analysts, but managers and people who do the work. Without altering human knowledge, skills, and behaviour, change in technology, processes, and structures is unlikely to yield long‐term benefits. Managing...

In the world of quantum improvement, managing paradigm shifts has aroused unprecedented interest among academics and practitioners. Better and better ways of managing business processes are needed to create sustainable improvement. Excellence is the product of a complex mixture of strategic...

Purpose – The paper aims to explore the implementation of performance‐oriented civil service reforms (CSRs) in Kenya, noting hurdles and opportunities for improvement and to suggest a robust model to imbed a performance‐oriented reforms culture. Design/methodology/approach – The article...

Current organizational practice worldwide has responded to the demands of an increasingly competitive global market. Market or customer priorities derive from a focus on value, combining quality and cost integration according to the perception of the customer. The organizational improvement...

Purpose – The purpose of this paper is to explore the link between causes of corporate collapse/demise and the concept of quality. Design/methodology/research – The paper is informed by a review of literature on corporate collapse and quality management. A literature review and global web...

AMT implementation has brought with it many opportunities for those businesses which subscribed to it. It also introduced a large number of problems, many of which were internal to the user organizations themselves, such as lack of senior management commitment, poor planning and lack of employee...

A key to economic success is that a company should be clear about its purpose. Existing methods of reporting company performance have proved inadequate. The missing link could be incorporating mission statements to share the mission/purpose of the organization with the end‐users. Describes the...

Business process re‐engineering (BPR) was first introduced in 1990 by Hammer and Davenport and Short. In these articles, the authors outlined a ew approach to the management of processes which, it was claimed, was producing radical improvements in performance. These articles were quickly...

This paper is based on a survey which benchmarked two large conglomerates in the area of “corporate learning”. One of the problems with the theme of the learning organisation is clear understanding of its meaning, constituent elements, the way learning gets applied, is measured and can be...