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.
Through case studies of communication best practices at Dell, General Electric, Microsoft, and Monsanto, this book provides specific and powerful theories for leadership, marketing, and stockholder communication. Best practice limitations are also revealed in the cases of IBM, the Bumper Works, and Asea Brown and Boveri, where organizational learning, a firm's timeline, and corporate culture made implementation difficult. Taken collectively, these case studies suggest several ways in which benchmarking can become an important research methodology and theorist tool for understanding excellence in organizational practice.
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.
This practical hands-on tool kit for managers demonstrates when, where, and how to implement significant organizational change through teamwork. The use of self-managed, cross-functional, benchmarking, and outside linking teams by high-performance firms is employed in a case study format.
Filming plays from a tetralogy of history plays implies specific problems and strategies. The papers in this volume show that the plays are parts of a series, and can hardly be staged or filmed without referring to one another. What does the big screen bring to the representation of history, battles and national issues? When do ideological interpretations stop being triggered by the text itself? By deciphering the different ways in which meaning is created and ideology is conveyed, whether it be through specific aesthetics, performances, intertextuality or cultural codes, the papers in this volume all take part in the on-going exploration of what Shakespeare's contrasting afterlives keep saying, not only about the dramatic texts but also about ourselves.
A thoughtful investigation into the incredible true story of a Black man convicted and exiled under the Oregon Exclusion Law in 1851—and a contemporary White woman wrestling with racism and faith after learning she’s a descendant of two men who assisted in the exile. “A beautiful rendering of an ugly history. A worthy read.”—Chanté Griffin, advocate, journalist, and author Moving back to the outskirts of Portland, called the “Whitest city in America,” prompted Sarah’s curiosity about the colonization of the West, her ancestors, and the legal exile of a Black man. She examined four city leaders involved in Jacob Vanderpool’s case—Oregon City’s founder, the case judge, Jacob’s accuser, and a local pastor—and the cultural and theological fallout of their decisions. Along the way, Sarah took a hard look at her tendencies, unconscious and deliberate, to ignore the possibility of prejudice in her heart. Vanderpool’s case proved a fascinating lens on a far bigger story than one trial, illuminating truths to help us all come to honest terms with our past, learn to repent, and contribute to the good of the people and places around us. Journey through this sensitive expedition into the events that remain a thorn under America’s skin and discover afresh the vast potential of the flawed but endlessly redeemable—human heart.
Women Citizens' Associations were formed in Scotland in the aftermath of the campaign for equal suffrage as leading campaigner Eleanor Rathbone realised that a national network of groups was needed to educate women on their new role in civil society. Using previously unexplored papers, Sarah Browne seeks to highlight this forgotten part of women's history. In this publication it is shown that far from being merely committee women these groups constituted important political forums campaigning on a number of issues of local and national importance, such as for more policewomen. This study shows that due to entrance into formal politics being difficult for women of the early twentieth century, groups such as WCAs provided an important outlet for women who wanted to be involved in the political process. This research is even more significant when it is considered that the Arbroath branch is believed to be the last in existence out of an original Scottish twenty. This publication makes an important contribution not only to understanding the inter-war women's movement in Arbroath but also adds significantly to the Scottish picture"--Back cover
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