Phoenix Without the Ashes: Achieving Organizational Excellence Through Common Sense Management
CRC 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.
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Common sense and the search for improvement
Fallacy of the cleanslate
Promises and pitfalls
Chapter two Common sense and organizational excellence
Situational common sense
Chapter three The modern challenge of increasing complexity
Abilene Paradox ability action activities activity-based costing American management assessment authority become behavior budgeting Chapter coach common sense complex concepts corporate cost create critical culture decisions dialog Dilbert effective employees Endnotes environment example excellent knowledge focus focused goals Harley-Davidson Hewlett-Packard human operating system hypercomplexity ideas ideology improvement efforts incremental involved Japanese John Wooden leadership learning Lewis Platt logic managerial ment middle management modern management okay one's optimize organization organization's organizational learning organizational purpose organizational rationality particular Penn Central performance management person 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 translation trying understanding VIA Rail workers