The current issue and full text archive of this journal is available at www.emeraldinsight.com/0954-478X.htm TQM 19,1 6 Dynamics of organizational learning and continuous improvement in six sigma implementation Taina Savolainen Department of Business and Economics, University of Joensuu, Joensuu, Finland, and Arto Haikonen Genworth Financial, Helsinki, Finland Abstract Purpose – The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement
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Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational
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Lovely Professional University, Punjab Course Code MGT519 Course Category Course Title OPERATIONS MANAGEMENT Courses with numerical and conceptual focus Course Planner 16031::Gurpreet Kaur Lectures 3.0 Tutorials Practicals Credits 1.0 0.0 4.0 TextBooks Sr No T-1 Title Operations Management Reference Books Sr No R-1 R-2 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things
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Management Ideas | | | | The purpose of this lecture is to demonstrate that knowledge of management past history can help you better understand current management theory and practice. Thus, in order to understand the theories and practices used today, it’s important for management students to look at the evolution of management thought and practices. The practice of management has always reflected historical times and societal conditions.1. INTRODUCTIONMany current management concepts and
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Workers’ participation in management is an essential ingredient of Industrial democracy. The concept of workers’ participation in management is based on Human Relations approach to Management which brought about a new set of values to labour and management. Traditionally the concept of Workers’ Participation in Management (WPM) refers to participation of non-managerial employees in the decision-making process of the organization. Workers’ participation is also known as ‘labour participation’ or ‘employee
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quality management in the United States” (Goestsch, Davis, p. 13, 2010). In this paper the subjects to describe are quality and its elements and how Deming’s use of the total quality elements made the pioneer successful. The elements of quality are useful in today’s environment, and this paper will also describe what is needed to ensure quality in the future. According to the American Heritage Dictionary, quality is the degree of excellence, a distinguishing attribute, and a social status or
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many firms, locating near customers is extremely important. Particularly, service organization find that proximity to market is the primary location factor. For example, drugstores, restaurants, post offices and barbers. Manufacturing firms find it useful to be close to customers when transporting finished goods is expensive or difficult, perhaps because they are bulky, heavy or fragile. For example, Mercedes, Honda, Toyota and Hyundai are building millions of cars each year in the U.S. With just-in-time
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operations management (OM) have challenged management accounting (MA) for more than two decades (Berliner & Brimson, 1988; Cooper, 1995; Johnson, 1992; Kaplan, 1983, 1990; Maskell, 2003). Automation, just-in-time (JIT) and total quality management (TQM) are examples of practices that have changed manufacturing systems (Hayes & Wheelwright, 1984; Schonberger, 1986, 1996; Womack et al., 1991) and are today considered to be basic elements
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Downloaded by MIDDLESEX UNIVERSITY At 10:28 14 April 2015 (PT) Michael Trevor Hides, John Davies, Sue Jackson, (2004),"Implementation of EFQM excellence model self-assessment in the UK higher education sector – lessons learned from other sectors", The TQM Magazine, Vol. 16 Iss 3 pp. 194-201 http:// dx.doi.org/10.1108/09544780410532936 Andy Neely, Mike Gregory, Ken Platts, (1995),"Performance measurement system design: A literature review and research agenda", International Journal of Operations &
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1. Project management: Planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project. 2. Project Structures: a. Pure Project: A structure for organizing a project where a self-contained team works full time on the project. b. Functional Project: in this structure, team members are assigned from the functional units of the organization. The team members remain a part of their functional units and typically are not dedicated
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