Change is the only certainty of the management function. Compares the managers of 1980 with those of 1990 from the viewpoint of gender, age, nature of employment, management salaries, managerial function and size of employer.

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.

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...

Reviews six years experience with TQ in a large multinational manufacturing company. Commitment alone is not enough – ownership is vital. TQ is continuous but not constant, there will be periodic declines when a change of approach is indicated. On‐the‐job training in the application of TQ...

Highlights the significance of organizational structure in some typical UK manufacturing firms. Features current research at the Sheffield Institute of Work Psychology, University of Sheffield. By determining structure, senior management is creating the backcloth against which decision making,...