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Table of Contents Acknowledgements 4 Chapter 1: Introduction 9 The Existing Literature 12 Methodological Considerations 16 Section 1: The Management Role in Performance Improvement 20 Section 2: Improvement as Damage 22 Section 3: Repair 24 Section 1: The Management Role in Performance Improvement 27 Chapter 2: Leadership 30 Summary Introduction: 30 Introduction 30 What is Leadership 31 Who can be a Leader 35 Contingency Approaches 35 The Concepts of ¿Transactional¿ and ¿Transforming¿ Leadership 38 Critical views of Leadership 42 Airco 45 Blue Circle 49 Discussion 54 Leadership as a subject 57 Conclusions 59 Summary Conclusions 59 Discussion questions 60 Further reading: 60 Chapter 3: The Relationship between Strategy and Performance Improvement 61 Summary Introduction: 61 Introduction 61 Strategy in Action 63 Performance Improvement and Strategy 67 Improvement without a Strategy? 69 Govan Initiative Ltd 70 Formulating a Strategy 72 Internal Review 75 Initiatives 75 Partnerships 77 Govan Initiative¿s Strategy 78 Nortel 81 Strategic Change 85 Analysis 87 Conclusions 89 Summary Conclusions 89 Discussion questions 90 Further Reading 90 Chapter 4: Performance Measurement 91 Summary Introduction: 91 Introduction 91 Pioneers 93 Internally Developed Performance Measurement Systems 98 External Frameworks for Assessment 103 The Baldrige Award 105 The European Foundation for Quality Management (EFQM) Model for Business Excellence 106 Astra Zeneca 109 Organon Teknika 114 Discussion 118 Conclusions 119 Summary conclusion: 120 Discussion questions 120 Further Reading: 120 Section 2: Improvement as Damage 122 Chapter 5: Superficiality 125 Summary Introduction: 125 Introduction 125 Communities of Practice 129 Autoco 134 How Factories become Pink 134 Analysis 144 Discussion 148 Conclusions 150 Summary conclusions 151 Discussion questions 151 Further Reading: 152 Chapter 6: Considering the Gender Aspect to Involvement 153 Summary Introduction 153 Introduction 153 Employee Involvement 155 Forms of Masculinity 158 Company A 161 Company B 165 Analysis 168 The Role of the Disaffected 172 Conclusions 173 Summary conclusions 174 Discussion questions 174 Further Reading: 175 Chapter 7: Continuous or ¿Big Bang¿ Improvement: Using the Analogy of the Body 176 Summary Introduction 176 Introduction 176 Continuous Improvement 178 Improving the Body: Exercise 181 Business Process Reengineering 184 Ideas on the Body 186 Cosmetic Surgery 187 The Consultant 188 Hub in Transit 190 What to Change? 191 How to change things 194 Jobs in Transit 195 Implementing the Changes 197 Analysis 199 Conclusions 203 Summary Conclusions: 204 Discussion questions 205 Further Reading: 205 Section 3: Repair 206 Chapter 8: Repair at an Individual Level 209 Summary Introduction 209 Introduction 209 Repair 210 Repair of Individual Relationships 212 Social Repair 214 Blue Circle 220 Analysis 226 Conclusions 232 Summary Conclusions 232 Discussion Questions 233 Further Reading: 233 Chapter 9: Repair At The Level Of The Organization: The Contribution Of External Frameworks 234 Summary Introduction 234 Introduction 234 Frameworks as Drivers of Continuous Improvement 235 Frameworks and Repair 240 Organon Teknika 245 Nortel 248 Analysis 251 Frameworks and Repair 255 Conclusions 257 Summary Conclusions 258 Discussion questions 258 Futher Reading: 258 Chapter 10: Conclusions 259 Introduction 259 What Constitutes Performance Improvement? 259 Some Comments on Our Methodology 261 Key Points for Tangible Improvement 262 Truisms 268 Concluding Remarks 270 Discussion Question Hints 271 References 276
Library of Congress Subject Headings for this publication:
Total quality management.
Reengineering (Management).
Performance -- Management.
Organizational effectiveness.