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Creelman, James - In: The TQM Magazine 3 (1991) 6

Examination of BP Chemicals′ integration of TQM into its corporate strategy, helping to turn around a £200 million loss in 1981. Shows how the crisis led to a will to survive among the workforce and the launch of a campaign to provide what BP′s customers were asking for, namely, consistent...

Persistent link: https://www.econbiz.de/10015033249

Valuing change

Davies, Paul - In: The TQM Magazine 4 (1992) 1

Answers the question “When can we stop placing special emphasis on quality?” by stating that organizations can never relax, that continuous improvement does not just “happen”, it needs constant attention and initiatives in order to keep moving. States that a change in culture, making TQM...

Persistent link: https://www.econbiz.de/10015033256

An uplifting experience

Bodart, Dominic - In: The TQM Magazine 4 (1992) 1

Describes a more effective way of changing culture in industry and examines why so many companies are doing it wrong. Looks at two approaches to change and at the circumstances in which each of them should be used. Addresses the reasons why companies should initiate change from the bottom up.

Persistent link: https://www.econbiz.de/10015033257

Leading by example

Duffin, Murray - In: The TQM Magazine 4 (1992) 1

Argues that in order to change the corporate culture, management should focus on changing its own behaviour first, before leading the rest of the organization into a new culture. Examines differences between organizational and management culture, and introduces the management culture continuum....

Persistent link: https://www.econbiz.de/10015033260

Surveying the scene

Coulson‐Thomas, Colin J. - In: The TQM Magazine 4 (1992) 1

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain the necessary skills, management should adopt more of the attitudes, approaches, tools and techniques that have transformed...

Persistent link: https://www.econbiz.de/10015033261

Opening the door to improvement

Lee‐Mortimer, Andrew - In: The TQM Magazine 4 (1992) 1

Demonstrates how management consultancy CMG has conserved its open culture, despite having grown dramatically in size. Identifies the ways in which the company transfers its strong culture to newly acquired companies through Training and education. Notes that the adoption of a TQM policy over...

Persistent link: https://www.econbiz.de/10015033263

BUSINESS OBJECTIVES AND LEARNING AT THE POST OFFICE

Griffiths, John - In: Management Development Review 6 (1993) 6

Looks at the changes which have happened to the Post Office, and in particular with regard to the three main parts‐the Royal Mail, Parcelforce and Post Office Counters. Discusses the resultant changes as a kind of cultural revolution with a change in working practices. Although change is...

Persistent link: https://www.econbiz.de/10014936776

THE CHALLENGES OF INTERNATIONAL ORGANIZATIONAL CHANGE

Berthoin Antal, Ariane - In: Management Development Review 6 (1993) 6

Presents the results of a survey on international organizational change at Ashridge′s recent “2001: A Research Odyssey” Conference.

Persistent link: https://www.econbiz.de/10014936780

When the Talking is Over: Using Action Learning

Newton, Robert; Wilkinson, Michael J. - In: Management Development Review 7 (1994) 2, pp. 9-15

Learning at Ashworth Hospital, such as self‐discipline, commitment, improved morale, empowerment, etc. Concludes that it could …Outlines the workings of Action Learning Sets, team‐building and cultural change, and explores the use of Action … Learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of Action …

Persistent link: https://www.econbiz.de/10014936790

Values in organizations: difficult to understand, impossible to internalize?

Mattila, Merita - In: Social Responsibility Journal 4 (2008) 1/2, pp. 24-33

Purpose – This paper aims to study personnel perceptions about value processing in three case organizations in the Finnish context, especially management's role in organizational change where values are considered. Design/methodology/approach – The research follows the methodology of the...

Persistent link: https://www.econbiz.de/10015021828