Phoenix Without the Ashes: Achieving Organizational Excellence Through Common Sense ManagementCRC Press, 29.5.1998 - 288 sivua The quality management revolution has resulted in considerable trial and error as well as frustration. Here is a book that explores why many management trends don't translate into process improvement. It recommends establishing a condition of "rationality" as a guide and measure for all organizational and quality improvement efforts. Instead of imposing radical new "breakthroughs", Phoenix Without the Ashes: Achieving Organizational Excellence Through Common Sense Management suggests an approach that fits with the normal routines and operations of an organization in a way that makes sense. Part One of this text discusses the nature of common sense, and of quality as a condition of organizational excellence. In Part Two, the elements that negatively affect quality improvement are explained from an operating management perspective. Part Three looks at the impediments to improvement set by organizational structures. Part Four discusses the relationship among leadership, motivation, and organizational excellence, and Part Five suggests a rational strategy for effective, enduring organizational improvement. Managers in every industry will benefit from the information provided in Phoenix Without the Ashes. |
Sisältö
Common sense and the search for improvement | 1 |
Fallacy of the clean slate | 7 |
Promises and pitfalls | 13 |
Chapter two Common sense and organizational excellence 2223 | 21 |
Situational common sense | 27 |
Chapter three The modern challenge of increasing complexity 3333333 | 33 |
The irony of success | 83 |
Endnotes | 89 |
When good routines go bad | 151 |
Chapter twelve Hierarchy and organizational learning | 157 |
Creating the blend of knowledge | 163 |
Performancebased design | 169 |
Chapter thirteen Leadership coaching and quality | 175 |
Price of power | 182 |
Chapter fourteen Leadership and motivation | 187 |
Organizational common sense | 193 |
Need for modern controls | 95 |
Endnotes | 102 |
Creating realities | 108 |
Endnotes | 115 |
Irrationality of costbasing | 121 |
Integrative budgeting | 127 |
Chapter ten Framing the organization | 133 |
Social and technical systems | 139 |
Chapter eleven Routine as rut and groove | 145 |
Chapter fifteen Common sense management | 199 |
Emotion and rationality | 207 |
Chapter sixteen Strategies for change | 213 |
Strategic incrementalism | 219 |
Chapter seventeen Quality and organizational rationality | 225 |
Endnotes | 239 |
Chapter eighteen The quest for quality | 241 |
Yleiset termit ja lausekkeet
Abilene Paradox ability action activities activity-based costing American management assessment authority become behavior budgeting coach common sense complex concepts corporate cost create critical culture decisions dialog Dilbert effective employees environment example excellent knowledge focus focused goals Harley-Davidson Hewlett-Packard human operating system hypercomplexity ideas ideology improvement efforts incremental Inter@ctive Week involved Japanese John Wooden leadership learning Lewis Platt logic managerial ment middle management okay one's optimize organization organization's organizational purpose organizational rationality particular Penn Central performance management person Peter Peter Drucker Peter Principle plant practice problems quality improvement reality reason reengineering requires response result rewards routine seems situation staff Stephen Covey strategy success supervisors technical system techniques things thinking tion Tom Peters top management Total Quality Management translation trying understanding VIA Rail workers