Search results

Describes how quality programmes have evolved and discusses uses and criticisms of total quality management (TQM). TQM techniques offer advantages in addition to satisfying customers and helping them to succeed. Constant improvement can turn bureau pathological firms around. TQM brings suppliers, customers, managers, and employees into the decision process. TQM is not really new; it is actually effective and efficient management, but it does far more than sharpen fingers at those who deliver poor quality goods or services. TQM is no longer merely applied to manufacturing; quality improvement programmes now stress a customer focus, employee training and empowerment, top management support and commitment. However, no tool, TQM included, is effective if used improperly.

Corporations have much to gain from owning education centres. The investment is large, but the pay‐off can be enormous, in terms of cost savings, and priceless, as a result of increased educational effectiveness, more efficient programme administration and a demonstrated commitment to employee development. The development and current situation in privately owned centres in the United States is described, based on a recent questionnaire.

Shows how Mr Cha‐Kyung Koo, Chairman of the Lucky‐Goldstar Group (one of the three larger conglomerates in South Korea), successfully initiated and implemented empowerment in his organization. Empowerment is the process of sharing power with employees, motivating them, and holding them responsible for continuous improvements. The process includes: (1) setting meaningful and mutually‐determined goals; (2) motivating employees to achieve those goals; (3) designing jobs so employees can utilize their creativity; and (4) rewarding outstanding performance. The empowerment process in Lucky‐Goldstar begins with autonomous management, i.e. with delegation of authority to each “culture unit”. Using internal financial audits and results‐oriented appraisals as two strong control mechanisms, each culture unit strives to perform effectively and efficiently. In that process Lucky‐Goldstar provides supportive actions to help the unit continuously improve performance. After each year′s performance, a “consensus meeting” and “signing ceremony” take place to confirm the intense commitment that is required to make the process successful.

The purpose of this article is to discuss the role of transparent leadership in a small family owned hotel, the Wingate Inn, Garden City, New York. The goal is to demonstrate that one can create a more productive, open work place and ultimately more satisfied, loyal guests. The article is written to provide the reader with an every day approach to management from the small business perspective. It is intended to remind the reader that straightforward dealings and common sense can usually provide the best solutions in a constantly changing and challenge filled environment.

The article describes the common sense approach that the author as general manager employs in the development of a transparent workplace. A short series of fundamental management philosophies that find their root in transparency are used to describe his approach to transparent leadership and the resulting benefits. It is further explained through the retelling of an actual situation that developed within the hotel's housekeeping management team, and how he was able to avoid a potentially explosive and costly situation through a direct and open application of these core management disciplines.

The author contends that the promotion of transparent management principles to his associates will result in their exercise of these same principles in their day‐to‐day management of the hotel, their relation with hotel guests, and one another.

The article offers insights into the application of transparency to management of a hotel and achieving excellent results.

To explain the logic of value creation through increased organizational transparency of human capital.

The authors compare the status of today's organizations with other areas of life where transparency has been a fundamental driver of efficiency. Further, the authors break transparency down into logical steps of value creation. Insight is based on hands‐on experience working with several companies on these issues as well as designing software to support the logic.

Modern companies are taking steps to drive company performance through increased efficiency delivered by increased transparency but few take it all the way. No universal model is prescribed but a clear sequence of foundations that need to be in place is discovered.

The paper is based on the authors' research and learning from working in this field. Further research in the field of organizational transparency as a means to drive company performance is suggested.

This paper takes a different angle than the traditional view.

The purpose of this paper is to introduce the concept of information transparency in a for‐profit business environment, and explain the importance and relevance of the concept in creating a transparent organization.

Through a review of a sample of the existing literature focusing on transparency, a common theme regarding information was observed. Most research addresses information from a technology/systems perspective not as a basis of creating or modifying corporate strategy.

In a corporate environment, information transparency is reached when internal decision makers receive, at their desktop, the internal and external information necessary to make sound business decisions. The infrastructure and the technology of the computer systems used to deliver the information are not of primary importance to information transparency. Information technology systems are the means of delivery, the importance and value of information transparency is the content of the message and the actions that result from them.

This analysis may provide a rationale for the introduction of a new or expanded corporate information service outside the structure of an information technology department.

The purpose of this paper is to convey useful and practical advice on one's development as a manager from the perspective of a successful entrepreneur.

Based on lessons learned from founding and leading a $300 million business.

Beware of the transition from school to business. Take jobs that offer real experience. Showing up is 90 percent of the battle. If you are not in a job that you consider to be as much fun as what you do when you are not working, then you should go and try to find that job. The best decisions you make will be the mistakes you avoid. If it doesn't make sense it can't last. When you are explaining you are losing. Hire people who care. Break down barriers to communication. Embrace humor. You can't lead when your pants are too tight. Never ignore the last mile problem. Big egos destroy companies.

Valuable for managers at every stage of their development, and especially for those just entering the work force.

The purpose of this paper is to argue that transparency is a two‐sided concept associated with openness and surveillance.

A position is asserted arguing the need to examine the fact that both transparency and surveillance are management tools in an information society. It is argued that from transparency, to translucence to opacity there are degrees of openness with technical and policy filters imposed intentionally and unintentionally in between those who observe and those who are observed. The illusion of transparency is considered along with the notion that gatekeeping or filtering is associated with making relevant information available.

Transparency and filtering the flow of information are considered as essential to the governance of organizations' rooted social contract theory.

Transparency and limits on transparency should be proactively addressed in organizational structure and policy and must be communicated effectively for both pragmatic and symbolic purposes. This further suggests the need for media literacy training within organizations.

The authors conclude that the perceived right of access cannot be underestimated as a fundamental management tool. This paper proposes the publication of an organizational “Bill of Rights” to demonstrate a commitment to transparency.

Begins with lessons organizations can learn from teamwork exhibited by geese. Presents research findings and examples of team games that are used to reduce labor turnover, increase sales, market share, and profits. In addition to demonstrating the benefits of games and teamwork, displays the costs associated with a lack of teamwork.