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Four Practical Revolutions in Management : Systems for Creating Unique Organizational Capability

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Title: Four Practical Revolutions in Management : Systems for Creating Unique Organizational Capability
Author: Alan Graham, David Walden, Shoji Shiba
ISBN: 0367477645 / 9780367477646
Format: Soft Cover
Pages: 784
Publisher: Productivity Press
Year: 2020
Availability: In Stock
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  • Description
  • Contents

Shiba and Walden have significantly revised their classic, A New American TQM. With new methodologies and case studies, this work is one of the most comprehensive studies of management theory and business success. The authors identify a comprehensive approach to management that goes beyond operations improvement to help executives and managers create unique organizational capabilities. They contend that organizations must develop skills in four major areas: customer focus, continuous improvement, total participation, and societal networking.

They present proven methods that enable dynamic implementation strategies, facilitate ongoing learning, and encourage continuous diffusion of evolving information and quality practices throughout an organization’s entire network.

Techniques described have been instituted at Analog Devices, Hewlett-Packard, Motorola, Teradyne and many other companies. Numerous in-depth case studies from these and other companies illustrate actual implementations.

Shoji Shiba, formerly of MIT is one of the most respected business consultants in the world. Among his many accolades, he received the 2002 Deming Prize, one of the highest awards in management bestowed in Japan.

"Professor Shiba has been a source of inspiration, experience and knowledge to countless numbers of CQM members, MIT faculty and students and other organizations and companies around the world….The success of his publications, teaching and consulting proves that the principles of TQM are universal, applicable across all cultures and languages. Shiba is a truly great teacher, researcher and innovator … ."

--Ray Stata, founder and chairman of both Analog Devices and CQM.

David Walden, is the retired senior vice president of Bolt Beranek and Newman Inc., and former Senior Lecturer, MIT Sloan School of Business.

Both Shiba and Walden are well known for their contributions to the Center for Quality Management.

List of Case
Preface
Acknowledgments

Introduction : Business Evolution
Chapter 1 : The Evolution of the Customer Satisfaction Concept
Chapter 2 : Survival in a Rapidly Changing World
Chapter 3 : Developing a Unique Organizational Capability

The First Revolution : Customer Focus
Chapter 4 : Change in the Work Concept
Chapter 5 : Evolution of Customer Focus and Its Challenges

The Second Revolution : Continuous Improvement
Part 2A : Introduction : Fundamentals and Vocabulary
Chapter 6 : Improvement as a Problem-Solving Process

Part 2B : Managing Existing Processes
Chapter 7 : Process Discovery and Management
Chapter 8 : Process Control and Variation
Chapter 9 : Reactive Improvement and the 7 Steps Method
Chapter 10 : Management Diagnosis of the 7 Steps of Reactive Improvement
Chapter 11 : Process Management Mobilization Case Study—Teradyne

Part 2C : One-Time Efforts
Chapter 12 : Planning Projects or Tasks

Part 2D : Finding New Directions
Chapter 13 : Proactive Improvement
Chapter 14 : Applying Proactive Improvement to Develop New Products

The Third Revolution : Total Participation
Part 3A : Introduction
Chapter 15 : Engagement and Alignment of Organization Members

Part 3B : Individual Skill Development
Chapter 16 : Coordination Behavior
Chapter 17 : Leading Change
Chapter 18 : Self-Development

Part 3C : Team Skill Development
Chapter 19 : Teamwork Skill

Part 3D : Organizational Skill Development
Chapter 20 : Initiation Strategies
Chapter 21 : Infrastructure for Mobilization
Chapter 22 : Phase-In
Chapter 23 : U.S. Focused Strategies for Phase-In

Part 3E : Organizational Uniqueness
Chapter 24 : Hoshin Management
Chapter 25 : Leading Process Improvement
Chapter 26 : Further Case Studies in Mobilization
Chapter 27 : The Practice of Breakthrough

The Fourth Revolution : Societal Networking
Chapter 28 : Networking and Societal Diffusion : Regional and National Networking
Chapter 29 : Ongoing Integration of Methods

Afterword
About the Authors
References
Index

 
 
 
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