Quality Management Systems a Practical Guide for Improvement
Author: Howard S Gitlow
Do you remember the first time you drove a car? To prepare for this you probably read the drivers manual, watched movies, practiced in your driveway, and endlessly discussed the impending event with your friends. The result - you knew a lot about the theory of driving, you just didn't know how to translate that theory into practice. Quality Management poses a similar problem to many organizations. The time has come to put Quality Management theory to use. Since the early 1980s, you may have read books and journals, attended seminars and training sessions, or watched films and videos about Quality Management. Once again you must make the jump from theory to application. Quality Management Systems: A Practical Guide for Improvement makes it possible. This book presents a model of Quality Management that combines the theoretical base of Dr. W. Edwards Deming and the practical techniques of the Japanese into a useful application. The fork shaped model includes: oThe Handle - Management's Commitment to Transformation oThe Neck - Management's Education oProng One - Daily Management oProng Two - Cross-Functional Management oProng Three - Policy Management Quality Management Systems: A Practical Guide for Improvement supplies an integrated approach that explains the theory and how to put it into practice using a step-by-step method.
Booknews
Augmenting the many books on the theory of quality management, Gitlow (business administration, U. of Miami-Coral Gables) integrates the theory with a step-by-step method for putting it into practice. He combines the theoretical base of Deming with the practical techniques of the Japanese to show how to get started and actually do quality management. He does not provide a bibliography. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Table of Contents:
| 1 | A Quality Management System | 1 |
| 2 | The Handle: Management's Commitment to Transformation | 29 |
| 3 | The Neck: Management's Education | 51 |
| 4 | Prong One: Daily Management | 79 |
| 5 | Prong Two: Cross-Functional Management | 131 |
| 6 | Prong Three: Policy Management | 163 |
| App. 6A | The Voice of the Customer | 245 |
| App. 6B | The Voice of the Business | 253 |
| App. 6C | Table of Tables | 255 |
| App. 6D | The Evolution of Quality at Florida Power & Light | 261 |
| 7 | Resource Requirements of the Fork Model | 267 |
| Index | 277 |
New interesting textbook: Systems Architecture or Web 101
Power and Influence in Organizations
Author: Roderick Kramer
This volume is a readily accessible compilation of current, original research in the area of power and influence in organizations. Power and Influence in Organizations offers a rich exploration of emerging trends and new perspectives. Contributors include leading scholars in organizational behavior and theory and major contemporary intellectual pioneers in research on power and influence, including Samuel B. Bacharach, Robert Cialdini, Edward J. Lawler, and Jeffrey Pfeffer. Each contributor provides insight into his or her own research, an overview of general trends, and thoughts about the direction of future research. Topics examined include manipulation of employee perceptions and values; the links between power and accountability; sharing power; the effects of gender on power and influence; illusions of influence; and impression management. Advanced students and scholars in organizational behavior, social influence, power and politics, conflict management, and institutional politics will find Power and Influence in Organizations stimulating and a useful roadmap to present and future research.
Booknews
A compilation of current research, emerging trends, and new perspectives in the area of power and influence in organizations that is the end product of a conference by the same name held at Stanford University, May 1996. Fifteen contributions provide insight into each author's own research, an overview of general trends, and thoughts about the direction of future research. Topics examined include manipulation of employee perceptions and values; the links between power and accountability; sharing power; the effects of gender on power and influence; illusions of influence; and impression management. Annotation c. by Book News, Inc., Portland, Or.
