Argues that with increasing competition, the nurturing of creativity is essential to promote differentiation and superiority. Therefore, senior managers need to devote much more time and attention to the key issues facing their businesses. They need to gain much more practical experience of the...

Examines the latest management fad, business process re‐engineering (BPR). Argues that while little is really new, the need for organizations to embrace process improvement is high. Discusses some key success factors for organizations taking the BPR route.

Looks at the reasons and requirements for effectively planning and managing the implementation of TQM. Examines controlling the resulting rate of change in the organization to ensure that expectations for performance improvement are achieved. Presents instructions for running an employee...

Reports the main findings of a study carried out into the quality improvement structure of six different companies. Among the findings is that an infrastructure in terms of TQM Steering Committee and improvements facilitators is necessary at the introduction and during the development stages of...

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...

Develops a methodology, including a questionnaire and possible statistical analyses, to answer the question, “Has the implementation of the total quality management process been beneficial in helping my company improve its competitive position?” Empirical support can be gathered for this...

Continuous improvement is no longer sufficient to meet customer expectations. The need is for a radical change in the way we work. Business process re‐engineering (BPR) can help organizations make that change. Defines BPR, traces its evolution, and explains how to use the elements of BPR to...

Focuses on an attempt to determine whether or not there is a link between TQM and learning organizations. Data from three TQM companies are tested against a series of building blocks for developing learning organizations. Total quality management tends to create the environment ecessary for...

Describes a case study which leveraged a business process re‐engineering effort through a traditional TQM strategy. Discusses the interrelationship between TQM and business process re‐engineering and questions whether they are so different or simply variations on the same theme of improving...

The TQM literature suggests that success comes to organizations ready for a change in climate. Perceptions of management and employees are important to assess because these groups function as if perceptions are real. Determining levels of readiness or conversely resistance to change is an...