Quality Management
Adhocracy The Power to Change
Robert H. Waterman, Jr.
Whittle Direct Books, Knoxville, TN (1990)
"Simply put, ad hoc organizational forms are the most powerful tools we have for effecting change. The clout of even the most aggressive chief executive pales by comparison - if adhocracy is well run... A manager who can launch a task force, keep it on track, and get results without uprooting sound bureaucratic infrastructure - that is a manager with a bright future."
California Management Review
Haas School of Business
University of California, Berkeley (1993)
Doomsayers have been predicting the death of the American quality movement almost from its inception in the early 1980's. Indeed, they have been given a lot of material to work with! Failed attempts at implementing quality practices are commonplace. Yet, out of this seemingly blind trial-and-error learning process, we are starting to see examples of successful performance and are beginning to understand what it takes to succeed.
Completeness: Quality for the 21st Century
Phillip B. Crosby
Penguin Books, New York, NY (1992)
What do we do after Total Quality Management? The problem of quality has always been management's lack of understanding of their responsibility for causing a culture of prevention in their company. That is what quality management is supposed to do. It is a matter of determining exactly what the customers (both internal and external) want; describing what has to be accomplished in order to give that to the customer; and then meeting those requirements every time.
Deming Management At Work
Mary Walton
The Putnam Publishing Group, New York, NY (1991)
In this valuable resource for managers, Mary Walton offers practical applications of the highly acclaimed Deming Management Method, developed by the genius who revitalized Japanese industry. 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 manufacturing to local government agencies.
Dr. Deming; The American Who Taught The Japanese About Quality
Rafael Aguayo
Carol Publishing Group, New York, NY (1990)
This book is about Dr. W. Edwards Deming, the American who taught the Japanese about quality and became the prime catalyst behind the incredible success of Japanese industry. This book introduces Deming and his crucial management lessons to a wide audience. Using a wealth of examples, the author shows how Deming's principles can transform American industry into a leader in quality goods and services.
Empowering Innovative People: How Managers Challenge, Channel, And Control the Truly Creative Talent
Karl F. Gretz - Steven R. Drozdeck
Probus Publishing Company Chicago, IL (1992)
The authors have set forth managerial concepts that can be applied company-wide. Organized and presented to envelop all the important aspects of managing and fostering creative and innovative employees. This book is in seven sections and will show you how to: recognize, obtain and use a valuable asset; become even more creative; manage the creative individual; communicate with creative personnel; lead and motivate creative personnel; coach and counsel the creative employee; monitor and evaluate the creative process.
Four Days with Dr. Deming
William J. Latzlo and David M. Saunders
Addison-Wesley Publishing Company, New York, NY (1995)
Through the voices of Dr. Deming, the authors, and a company executive, you will learn about the problems with prevailing management systems that focus on such short-term strategies as quotas and management by results. Your will discover how to move beyond these counterproductive strategies to achieve true cooperation, process improvement, and long-term productivity.
Implementing TQM
Joseph R. Jablonski
Pfeiffer & Company, San Diego, CA (1992)
The goal of this book is to impart to you, the reader, a realistic, achievable process for implementing TQM in any organization. This methodical system, called the Five-Phase Approach™, revolves around people-from the Chief Executive Office (CEO)/President to the line management and providing direct customer service. Through a series of examples and case studies, you'll learn what top-management commitment entails and how to propagate that support and enthusiasm throughout an organization.
In Search Of Excellence - Lessons From America's Best Run Companies
Tomas J. Peters and Robert H. Waterman, Jr.
Harper & Row New York, NY (1992)
The authors found eight basic practices to be characteristic of successfully managed companies. Many of these ideas are considered part of management's conventional wisdom in highly profitable Japanese corporations, but few are common practice in the majority of American business concerns. Peters and Waterman examine why and how the eight basics work.
Juran On Quality By Design
J. M. Juran
The Free Press, New York, NY (1992)
Building on the experiences of scores of companies and hundreds of managers, the author, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy-service, manufacturing, and support-he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.
Kaizen: The Key to Japan's Competitive Success
Masaaki Imai
McGraw-Hill Publishing Company, New York, NY (1986)
It is KAIZEN, that is the simple truth behind Japan's economic "miracle" and the real reason the Japanese have become the masters of "flexible manufacturing" technology - the ability to adapt manufacturing processes to changing customer and market requirements, and do it fast.
Leadership When The Heat's On
Danny Cox and John Hoover
McGraw-Hill, Inc. New York, NY (1992)
This book will give you detailed advice on how to: develop a high-achievement leadership style that builds the confidence of both your staff and your superiors; set achievable goals to increase efficiency and productivity; build a motivated, high-performance team beginning with your current staff; keep morale high, even under adverse conditions; master one six-step process that will enable you to solve any problem; stimulate new ideas from your staff through "storyboarding: and "imagine" techniques; make the toughest decisions, while keeping your people "on board" and open to change; find creative ways to best the competition.
Management Of The Absurd
Richard Farson
Simon & Schuster, Inc., New York, NY, (1996)
In this book the author presents a series of management paradoxes designed to challenge conventional wisdom and encourage managers to reexamine their assumptions about effective leadership.
Managing The Total Quality Transformation
Thomas H. Berry
McGraw-Hill, Inc., New York, NY (1991)
This book is a pioneering resource that answers the clarion call for an exceptionally complete, easy-to-follow action plan which can help to reverse the downward spiral of poor quality in both service and manufacturing businesses.
Marketing Services
Leonard L. Berry & A. Parasuraman
The Free Press, New York, NY (1991)
Building on eight years of research, the authors develop a model for understanding the relationship between quality and marketing in services and offer dozens of practical insights into ways to improve services marketing. Though an innovative service concept may give a company an initial edge, superior quality is vital to sustaining success.
On Q: Causing Quality in Higher Education
Daniel T. Seymour
Macmillan Publishing Company, New York, NY (1992)
This is the first book to look at college and university education as a quality-oriented "service" and students, parents, and legislators as "customers" demanding quality. Seymour, an experienced college professor, senior administrator, and industry executive, takes the strategic management of quality in industry and blends it with the latest thinking on the administration of higher education.
Quality Is Free
Phillip B. Crosby
Penguin Group, New York, NY (1979)
Whether you manage a large plant or run your own small business, applying this simple principle of quality control will boost your profits and career. And this book sets forth easy-to-implement programs, using actual case histories to demonstrate just how well quality control works, and providing important tools for success.
Quality Or Else: The Revolution In World Business
Lloyd Dobyns & Clare Crawford-Mason
Houghton Mifflin Company, Boston, MA (1991)
Quality is a thoroughly pragmatic, dollars and cents approach to management that, done honestly and diligently, will increase productivity and lower costs. It is not some esoteric, philosophical debating subject like beauty and true justice, although too often it is treated as if it were, Skeptics sneer and say, "Quality, what does that mean?" It means larger business profits as you eliminate waste; it means schools and hospitals and government programs that run well and don't cost and arm and a leg; it means looking forward to going to work where you'll be proud of what you do. Quality also means a demanding difficult, never-ending effort to improve.
Real Time Strategic Change
Robert W. Jacobs
Berrett-Koehler Publishers, Inc., San Francisco, CA (1994)
This book advocates a fundamental redesign of the way organizations change and provides a practical, hands-on, step-by-step roadmap through the entire change process.
Reengineering The Corporation
Michael Hammer & James Champy
Harper Business, New York, NY (1993)
This book offers nothing less than a brand-new vision of how companies should be organized if they are to succeed-indeed even survive-in the 1990's and beyond.
The Deming Management Method
Mary Walton
The Putnam Publishing Group, New York, NY (1986)
Whether you're the owner of your own small business, a middle manager in a mid-sized company, or the CEO of a multinational, this book can show you how to improve your profits and productivity. How? By following the principles of this book.
The Lessons of Experience; How Successful Executives Develop On The Job
Morgan W. McCall, Jr., Michael M. Lombardo, Ann M. Morrison
Lexington Books, New York, NY (1988)
Clearly written and full of easy-to-access checklists, tables, and summaries, this book presents concrete ideas for creating, implementing, and improving components of an overall executive development program.
The Oz Principle
Roger Connors, Tom Smith, Craig Hickman
Prentice Hall, Englewood Cliffs, NJ (1994)
In this timely, no-holds-barred book, three of the nation's leading experts on how to achieve corporate excellence deliver a badly needed antidote for the "culture of victimization.