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High-Speed Management and Organizational Communication in the 1990s
High-Speed Management and Organizational Communication in the 1990s provides a unique, systematic, and practical treatment of the role communication plays in the new organizations. It treats organizational integration, coordination, and control as central communication processes and explores their transformation of traditional organizational topics such as leadership, corporate culture, teamwork, and continuous improvement programs. The central thesis of this analysis is that increasing the speed with which products get to market helps to make an organization more productive, develop better quality products, become more responsive to customer needs, and generate more profits for investors. Why and how this takes place as well as the central role communication plays in the process is treated here in detail.
Communication and High-Speed Management
High-speed management is used to competitive advantage by some of the most successful organizations in the world - General Electric; Toyota; ASEA, Brown, and Boveri; Motorola; Intel; and Matsushita. In these very successful companies fast cycle time or high-speed management translates into two important organizational capabilities. First, it creates a high level of performance that management can build into a firm's operating systems. More specifically, increases in effective communication are employed to eliminate bottlenecks, delays, and errors in production, cutting costs and improving quality. Second, high-speed management is an organizational strategy which continuously improves a firm's integration, coordination, and control systems. It transforms all of a firm's communication activities such as leadership, corporate climate, teamwork, worker and unit interfaces, process mapping, and outside linking processes into a more responsive customer adaptation system.
Communication and High-Speed Management
High-speed management is used to competitive advantage by some of the most successful organizations in the world - General Electric; Toyota; ASEA, Brown, and Boveri; Motorola; Intel; and Matsushita. In these very successful companies fast cycle time or high-speed management translates into two important organizational capabilities. First, it creates a high level of performance that management can build into a firm's operating systems. More specifically, increases in effective communication are employed to eliminate bottlenecks, delays, and errors in production, cutting costs and improving quality. Second, high-speed management is an organizational strategy which continuously improves a firm's integration, coordination, and control systems. It transforms all of a firm's communication activities such as leadership, corporate climate, teamwork, worker and unit interfaces, process mapping, and outside linking processes into a more responsive customer adaptation system.
Watershed Research Traditions in Human Communication Theory
Focuses on and presents watershed research traditions in human communication (interpersonal, organizational, and mass communication).
Group Communication
Group Communication introduces applications of small group dynamics. Hartley shows how an understanding of how groups work and interact can improve the chances of successful team communication and cooperation. Group Communication includes: * critical reviews of group research * explanation of the difficulties and practicalities of observing groups * analysis of major group processes, including conformity and decision-making * analysis and case studies of the management team, student seminar/project groups and self-help groups * practical recommendation for group communication * references and suggestions for further reading and research.
Organizational Communication and Management
"The role of communication, in general, and high speed management in particular in the new global economy is of particular importance to world politicians and business people if they are to compete effectively in the world marketplace of the next few decades. The significance of the new communication technologies in these developments, with their lasting impact on both the public and private sectors, is particularly noteworthy. This book provides such perspectives, and goes beyond the usual limited view of single authorship books in this area." -- Richard J. Dieker, Western Michigan University "I like the number of perspectives on an under-considered topic of great current importance, this i...
Transitions to Competitive Government
Transitions to Competitive Government demonstrates how government can add value to a region, a nation, a state, its citizens, and their social values through speed, consensus, and performance. It does this in three stages. First, it shows competitive government to be entrepreneurial in seeking resources, jobs, and social services. Second, it provides case studies that offer examples of the challenges faced, strategies utilized, and implementing processes employed by various levels of government. Third, it explicates a global benchmarking process for evaluating government reforms and their progress in yielding increased competitiveness.
Encyclopedia of Library and Information Science
Supplement 19: Accreditation and the Academic Library to The Use of an Animated Tutor in Teaching Chinese
Catching Up?
Longtime management scholar, educator, consultant, and businessman Andrzej Kozminski has drawn on his extensive, practical experience to provide this comparative analysis of recent changes in management in Central and Eastern Europe and in highly developed, Western countries. He provides numerous, concrete examples of enterprises operating in Russia, Poland, Hungary, and Czechoslovakia, including joint ventures and Western enterprises. Strategies, management cultures, and managers are compared as Kozminski formulates viable strategies and business opportunities for Western companies.
Understanding China
An analysis of Chinese economic and political behaviors from a cultural perspective. Discusses the importance of understanding how the Chinese do business among themselves and with others.
