Integrated Management Systems: A Practical Approach to Transforming Organizations / Edition 1

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In 1993, the world-renowned Center for Quality of Managementembarked on a profoundly important six-year study of howorganizations improve throughout America. The results willpermanently alter thinking about what constitutes organizationalexcellence. Contrary to expectations, the authors found thatsuccessful systems of management differed radically. TheRitz-Carlton Hotels, for instance, couldn't apply the prescriptionsthat worked so well at Teradyne, the world's leading maker ofsemiconductor test devices. And at a spectacularly successfulpublic school district, the system differed even more.

Yet at the core of each was something universal and unbelievablypowerful: Each organization had developed its own particular way ofexecuting the scientific method. Each had found its own ways ofgathering data, developing theories, testing the theories, andfinally documenting and sharing results. Each organization'sscientific method was unique, much as the methods of eachsuccessful discipline within the sciences are unique. But lesssuccessful organizations had nothing comparable.

For the first time, readers go behind the scenes at Teradyne,Hewlett-Packard, Eastman Chemical, Ritz-Carlton, IntermountainHealth Care, the U.S. Navy, and Synetics, among others, to observefirsthand how they achieved their well-known successes.

In Integrated Management Systems, authors Lee, Shiba, and Wood-allnoted experts in integrated management and learning systems-explorethe lessons learned from the CQM study. They explain how managerscan create their own integrated management systems. They reveal theweaknesses that prevent effective integrated management systemsfrom emerging in America. And they describe key ideas and toolsmanagers can use in developing their own systems.

Integrated Management Systems will be a source of inspiration andideas for all kinds of managers and planners in for-profit andnonprofit organizations alike.

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Editorial Reviews

From the Publisher
"This is a thought-provoking book that will stimulate aconstructive reevaluation of widespread management practices - andthey badly need such reevaluation. If it does nothing else - and itdoes much more - it would deserve serious reading.(Russell L.Ackoff, Chairman, INTERAC, The Institute for InteractiveManagement)

"Nothing would improve the performance of managers andorganizations more than a deeper understanding of the potential andlimitations inherent in management systems. This superb book, bythree outstanding scholars, goes a very long way to that end."(Louis E. Lataif, Dean Boston University School ofManagement)

"Finally, a book which offers pragmatics instead of polemicsregarding the whole notion of quality and what it means to be aquality-based organization. This is no one-minute manager but athoughtful and reflective guide to action. (Michael Lissack,Director, Organization Science-Related Programs, New EnglandComplex Systems Institute, and Editor-in-Chief, "Emergence: AJournal of Complexity Issues in Organizations andManagement")

"An innovative synthesis of American systems theory and JapaneseTQM practice that will become the standard reference text forresearchers and practitioners everywhere." (Dr. Eamonn Murphy,Director, National Centre for Quality Management University ofLimerick, Ireland)

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Product Details

  • ISBN-13: 9780471345954
  • Publisher: Wiley
  • Publication date: 11/2/1999
  • Series: Operations Management Series, #8
  • Edition number: 1
  • Pages: 336
  • Product dimensions: 6.32 (w) x 9.59 (h) x 1.12 (d)

Meet the Author

THOMAS H. LEE is President Emeritus of the Center for Quality ofManagement. He has also served as a senior manager at GeneralElectric, a professor at MIT, and Director of the InternationalInstitute for Applied Systems Analysis in Vienna, Austria.
SHOJI SHIBA is one of the world's foremost experts on TQM and theauthor of Four Practical Revolutions in Management.
ROBERT CHAPMAN WOOD is a researcher associated with the Center forQuality of Management and the Asian Management Center of BostonUniversity. His management writings have appeared in Forbes and theFinancial Times (London).

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Table of Contents

The Theory and Practice of Integrated Management Systems: Puttingthe Scientific Method to Work.

Pioneers in Integrated Management Systems What ManufacturersLearned from Crisis.

The Service Industries: Integrated Management for RadicallyDifferent Processes.

Achieving Diverse Purposes: Integrated Systems in Education.

Managing the Most Complex Processes: Integrated Systems in HealthCare.

Better Lives for Sailors and Continuous Improvement Processes:Integrated Systems in the Military.

The Challenge of Intransigent Organizations: Integrated Systems inGovernment Agencies.

Act Locally: What We Have Learned, What You Can Do.

Think Globally: The State of Management Today: What Still Must BeDone.




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