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

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
Special Indian Edition Price at Rs.1595/-. FREE Shipping within India. Delivery : Within 2 to 4 working days.
  • Description
  • Feature
  • Contents

In Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability, authors Shoji Shiba and David Walden significantly revise their classic text on leading management systems -- A New American TQM. This book is a comprehensive approach to business management that goes beyond business operations improvement.

The authors demonstrate a program for establishing a sophisticated, state-of-the-art management system that creates unique organizational capabilities. Containing new methodologies and case studies, the book is one of the most extensive in the management field and provides a step-by-step program for implementing leading management techniques.

To create a successful management system, the authors argue that companies must be organized around four major areas of practice called the "four revolutions". They are customer focus, continuous improvement, total participation, and societal networking. For each of the areas, the book presents proven methods that enable dynamic implementation strategies.

Customer Focus
Any effective management system begins with the customer. Companies must learn to integrate a customer's concerns into their own. The book presents how to embrace the "market-in" concept and integrate the other skills in the book into a management strategy that focuses on the customer.

Continuous Improvement
For a company to be successful in the 21st century, it must continually improve its processes to meet the ever-changing needs of the customer. This book introduces important tools for process discovery, management, and improvement. In the process, it moves beyond "reactive improvement" methods to "proactive improvement" efforts.

Total Participation
The key to creating a dynamic management system is employee participation. Employees are the ones who work on the issues of quality and customer satisfaction on a daily basis. This book presents skills such as hoshin management, team-building, creating structures for mobilization, and leading change and breakthrough.

Societal Networking
Besides a company's internal audience, another source of business improvement ideas is societal networking. This is the set of companies, customers, and suppliers associated with any organization, that can learn from the experiences of these groups. To develop these valuable resources into a comprehensive management strategy, the book covers "mutual learning" methods, as well as keys for integrating various management methodologies.

This book includes:

  • Hoshin management
  • PDCA (plan, do, check, act) cycle
  • 7-step method of reactive improvement
  • Proactive improvement to develop new products
  • Engaging people in a changing environment
  • Focused strategies for phase-in
  • Leading process improvement
  • The practice of breakthrough
  • Over thirty thorough case studies

List of Cases

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

About the Authors