A lively, down-to-earth narrative, it set the standard for customer service excellence and became a perennial bestseller. Building on that solid foundation, this expanded edition features five completely new chapters, as well as significant additions to the original material, based on the lessons Sewell has learned over the last ten years.Sewell focuses on the expectations and demands of contemporary consumers and employees, showing that businesses can remain committed to quality service in the fast-paced new millennium by sticking to his time-proven approach: Figure out what customers want and make sure they get it. His "Ten Commandants" provide the essential guidelines, including:- Underpromise, overdeliver: Never disappoint your customers by charging them more than they planned. Always beat your estimate or throw in an extra service free of charge.- No complaints? Something's wrong: If you never ask your customers what else they want, how are you going to give it to them?- Measure everything: Telling your employees to do their best won't work if you don't know how they can improve.

    Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America.Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.

    It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean.In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book."The fundamentals of this system are applicable to every industry across the globea[and] will have a profound effect on human society. It will truly change the world." - New York TimesPaperback / 1990 / 323 pages

    This third edition reflects the growth and changes in the study of leadership since the 1981 edition. There have been shifts in both content and method. Senior managers, for example, have become an increasing subject of inquiry. Distinctly separate fields of inquiry, such as political science and psychology, have been joined in this edition to build a broader appreciation of the phenomenon of leadership. Throughout the "Handbook," the contributions from cognitive social psychology and the social, political, communications, and administrative sciences have been expanded.As in the second edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the better-known theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next, he looks at leaders' socioemotional talents, interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities. The more general examination of the personal factors associated withleadership has been extensively reorganized and expanded, and increased attention has been paid to knowledge, information, and intellectual ability, as well as to power and political tactics.The many developments in theory and research about charisma since 1974 have now made possible an entire chapter devoted to charismatic and inspirational leadership. Bass argues that a new paradigm of leadership -- transformational leadership -- has arisen that makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies.Studies of women increased dramatically during the 1980s. Accordingly, Chapter 32 on women and leadership has been considerably expanded over the chapter in the second edition. Completely new to this edition are studies by European and Japanese investigators on the accelerating internationalization of management.Finally, a glossary has been included in this edition to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.

    Deming and his work. The author and Dr. Deming were friends and colleagues who worked together to be sure that readers would clearly understand the principles and philosophy developed and taught by Dr. Deming over the course of a half century. The book begins with a first-rate historical perspective and then goes on to explain the basic tenets of the Deming philosophy, including such topics as The Fourteen Points, The Deadly Diseases, The Obstacles, and the System of Profound Knowledge (updated shortly before Deming's death in 1993). Dr. Neave has powerfully communicated both the message and its importance to the business world of today

    W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever. Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations: Standard Company * Quality is expensive * Defects are caused by workers * Buy at lowest cost * Fear and reward are proper ways to motivate * Play one supplier off against another Deming Company * Quality leads to lower costs * Most defects are caused by the system * Buy from vendors committed to quality * Fear leads to disaster * Work with suppliers

    Equally important, the author reveals the devastating impact that an organization's psychology can have on the process of improvements. Theory of Constraints is a crucial document for understanding what it takes to achieve manufacturing breakthroughs.

    Their markets team with domestic and foreign competitors, their product and service life cycles are being dramatically compressed, and their customers' demands and expectations are escalating to new levels. Relying on intuition and seat-of-the-pants planning is the business equivalent of flying blind. A thoughtful, well-planned strategy is now a prerequisite to success. But what makes up an effective strategy? This collection of Harvard Business Review article offers insight and practical advice from the leaders in the field: Michael Porter, Kenichi Ohmae, Steven Wheelwright, Gary Hamel, and C. K. Prahalad, among others. They show how advantage can and should be extracted from many sources, from marketing and joint ventures to financial analysis. They demonstrate conclusively that strategic planning can be lean, efficient, and productive rather than bureaucratic, sluggish, and sterile. Strategic Choices provides managers with the best thinking available on how to make the critical decisions that determine business success.

    It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Rummler and Brache reflect on the key needs of organizations faced with today's challenge of managing change. With multiple charts, checklists, hands-on tools and case studies, the authors show how they implemented their Performance Improvement methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.

    This book shows how to diagnose the organization to expose the weaknesses. Each chapter contains advice about how to reduce organizational defences to bring about improved involvement and performance.

    It provides reasons, explanations and illustrations of the hazard mechanisms that form the underlying basis for the volumes of detailed standards for workplace safety and health.

    Whether you want to be better at selling or socializing ... managing or motivating ... producing or parenting ... winning or wooing, this book has the answers.

    Using examples, quotations, and stories, Walton describes the method as it is used by companies and organizations from throughout the business spectrum - large and small, from service industries to manufacturiong to local government agencies.

    350 illustrations.

    The powerful resources are already inside us, it's just a matter of unlocking them and using them effectively--and this #1 people-proven success plan tells readers just how to do that.

    (c)Kaoru Ishikawa 1989, published by JUSE Press Ltd. Softcover reprint of the hardcover 1st edition 1989 Distributed outside Japan and North America by: CHAPMAN & HALL 2 -6 Boundary Row, London SEl 8HN, UK. ISBN-13: 978-94-011-7690-3 e-ISBN-13: 978-94-011-7688-0 DOl: 10. 1007/978-94-011-7688-0 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. First Printing . . . . . October 1990 Translated by J. H. Loftus Contents Preface XVII Acknowledgment XIX CHAPTER 1 WHAT IS QUALITY CONTROL? 1 1. 1 What is Quality Control? 1 1. 1. 1 The Definition of Quality Control 1. 1. 2 Some Misunderstandings about Quality Control and Total Quality Control 1. 1. 3 The Benefits of Companywide Quality Control 1. 2 The History and Current Status of Quality Control 7 1. 3 Advances in Quality Assurance 13 1. 4 What is Quality? 15 1. 4. 1 Quality to Satisfy the Consumer 1. 4. 2 True Quality Characteristics and Substitute Characteristics; Product Research 1. 4. 3 Quality Analysis and Product Research 1. 4. 4 Clarifying Definitions Concerning Quality 1. 4. 5 What are Good Quality and Good Products? 1. 5 What is Control? 36 1. 5. 1 The Old-Fashioned Approach to Control 1. 5. 2 Control Methods and Philosophy 1. 5. 3 Action for Recurrence Prevention ("Permanent Fix") 1.

    

    Drucker gives examples and explanations of mission, leadership, resources, marketing, goals, people development, decision making, and much more. Included are interviews with nine experts that address key issues in the non-profit sector.

    A rare and innovative work, it will enable you to manage brilliantly and profitably during the day ... and sleep well at night. In business, it is no longer necessary to sacrifice integrity and peace of mind in favor of profits. Successful Fortune 500 executive James A. Autry effectively explodes the myth that "nice guys finish last" in what is perhaps the most practical, honest and humane management book ever written -- an indispensable handbook that explores every aspect of the fine art of creative and caring leadership.

    It reflects the latest information (in 2001), including the impact of global competition and rapid technological advances, that have accelerated trends such as shared service centres, outsourcing and just-in-time training. A number of actual company examples demonstrates how concepts are being used in several leading-edge organizations.

    It takes the reader through accounting and financial techniques, concepts and terms in an easy-to-follow, approachable style. Up to date with the latest changes in taxation law, it introduces concepts in a way intended to aid non-financial students as well as managers from organizations of all sizes. The book is organized into three main sections: Annual accounts, Management accounting and Financial management. Throughout the book there are suggestions for further reading and questions to test the reader's understanding of each chapter. Accounting for Non-Accountants is already widely used as an introductory text for business and management students on a variety of courses, and it remains essential reading for anyone wishing to truly understand accounting principles and practice.

    Treat your chronic back pain with "Back Friendly" non-surgical approaches. This books guides you through recovery with a Step-by-Step guide to gentle, easing exercises. Readers can easily identify their level of back pain by answering simple questions and then recieve specially designed treatments depending on their level of back pain. Stay Pain free by learning life skills for your home and work that speed you back to active life again.

    These well-known methods have been collected from consulting coprations and analysts and are presented step by step. Charts, diagrams and index.

    Eighteen commonly encountered corrupt styles of leadership are identified. Regarding each style, the author answers the following questions: (a) Why is the leader behaving this way?; (b) What should you do if you discover these characteristics in yourself? (c) What should you do if you discover these characteristics in your subordinates? and (d) What should you do if you're working for a boss with these characteristics.

    

    These strategic alliances are justifiably hailed by many as the competitive weapon of the 1990s. But because they are blurring and reshaping the very structure and boundaries of corporations in unprecedented ways, the process of designing and managing these alliances confronts managers with the awesome task of inventing theory and practice on a daily basis. Up to now, they have had few places to turn for guidance. In Partnerships for Profit, Jordan D. Lewis, an internationally recognized expert on strategic alliances, now provides the first full-scale analysis of this surging global phenomenon. During five years of intensive field research, including 500 interview hours with more than 100 executives from some 40 American, European, and Asian firms, Lewis has observed firsthand some of the most successful strategic alliances and alliance practitioners in the world. Drawing on the experiences of IBM, Fuji Xerox, Ford, Dow Chemical, Intel, Komatsu, Corning, Sony, Apple Computer, Ciba-Geigy, and many other companies, Lewis brilliantly describes in detail how managers at each of these pioneering firms structure and manage various kinds of alliances -- from informal cooperation, minority investments, and risk-sharing contracts to full-fledged joint ventures and strategic networks. Through actual examples, Lewis shows for the first time how alliance partners build trust, develop mutual understandings, and make joint decisions, and at the same time protect core interests and critical technology -- a major concern of direct competitors. Lewis explains how to avoid the "Trojan horse" blunder many American firms made when they gave their Asian manufacturing partners key information about tailoring their products to local preferences. Particularly important is an entire chapter devoted to working with other cultures. The employment of strategic alliances, Lewis concludes, requires nothing short of a revolution in the conduct of business. Unlike arm's length relations, in which initial commitments govern, alliances involve shared risks and ongoing mutual adjustments. Lewis shows how alliances inevitably shape the business strategy of an entire firm, since the decisions to target certain markets and commit resources involve groups of firms acting in concert. Finally, Lewis shows how the use of alliances will affect internal management policies and practices, especially methods to bring about an outward focus and overcome the "not invented here" syndrome. We have entered the age of strategic alliances.

    In this book, Von Glinow, Mohrman, and their expert contributors discuss the reasons for this difference and define new organizational forms for global high technology management. Propounding a revolutionary approach to high technology management issues, they explore management teams, high velocity environments, and high technology marketing, as well as human resource considerations, including team interdependence, compensation, and culture clash.

    At the core of almost all of the cases is a valuation task that requires students to look to financial markets for guidance in resolving the case problem. The focus on value helps managers understand the impact of the firm on the world around it. These cases also invite students to apply modern information technology to the analysis of managerial decisions.

    

    Ewing talks to the top professors and presents their ideas in convenient form.