Managing Performance Improvement

From TQM to Six Sigma and the Balanced Scorecard, there appears to be no end to the 'revolutionary' approaches proposed to improve business performance. However, on closer inspection, most new performance improvement approaches offer few differences from their predecessors. This thought-provoking book provides a critical perspective on the management of performance improvement initiatives by relating major theories to practical examples from a wide range of organizations. Baxter and MacLeod analyze ideas on performance improvement and discuss how these concepts might not make any impact on organizations, using cases as diverse as telecommunications, cement manufacturing, a major airport, and an economic development organization. In their critique of popular performance improvement 'innovations', the authors highlight the possible damage to organizations they can cause. In response to prevailing performance improvement practices, the authors put forth the concept of repair as a way to rescue these efforts. Working from the authors’ extensive research, they present alternative perspectives on improvement that shifts forward the stagnant debates on these processes. Offering a needed alternative perspective and real insights into the process of implementing performance improvements, this book will prove invaluable to advanced students and MBAs studying quality, performance improvement, operations management, and HRM.

from Tqm To Six Sigma And The Balanced Scorecard, There Appears To Be No End To The Revolutionary Approaches Proposed To Improve Business Performance. However, On Closer Inspection, Most New Performance Improvement Approaches Offer Few Differences From Their Predecessors.

this Thought-provoking Book Provides A Critical Perspective On The Management Of Performance Improvement Initiatives By Relating Major Theories To Practical Examples From A Wide Range Of Organizations. Baxter And Macleod Analyze Ideas On Performance Improvement And Discuss How These Concepts Might Not Make Any Impact On Organizations, Using Cases As Diverse As Telecommunications, Cement Manufacturing, A Major Airport, And An Economic Development Organization. In Their Critique Of Popular Performance Improvement Innovations, The Authors Highlight The Possible Damage To Organizations They Can Cause. In Response To Prevailing Performance Improvement Practices, The Authors Put Forth The Concept Of Repair As A Way To Rescue These Efforts. Working From The Authors’ Extensive Research, They Present Alternative Perspectives On Improvement That Shifts Forward The Stagnant Debates On These Processes.

offering A Needed Alternative Perspective And Real Insights Into The Process Of Implementing Performance Improvements, This Book Will Prove Invaluable To Advanced Students And Mbas Studying Quality, Performance Improvement, Operations Management, And Hrm.

Lynne F. Baxter Is Senior Lecturer In Management Information Systems At The York Management School.

alasdair Macleod Is An Honorary Research Fellow At Heriot-watt University.

Book Cover......Page 1 Title......Page 4 Copyright......Page 5 Dedication......Page 6 Contents......Page 8 Illustrations......Page 10 Acknowledgments......Page 11 1 Introduction......Page 12 Section 1: The management role in performance improvement......Page 24 2 Leadership......Page 26 3 The relationship between strategy and performance improvement......Page 46 4 Performance measurement......Page 66 Section 2: Improvement as damage......Page 88 5 Superficiality......Page 90 6 Considering the gender aspect to involvement......Page 108 7 Continuous or “big-bang” improvement: Using the analogy of the body......Page 123 Section 3: Repair......Page 144 8 Repair at an individual level......Page 146 9 Repair at the level of the organization: The contribution of external frameworks......Page 162 10 Conclusions......Page 178 Discussion question hints......Page 186 References......Page 192 Index......Page 201 "This book provides a critical perspective on the management of performance improvement initiatives by relating major theories to practical examples from a wide range of organizations. Baxter and MacLeod analyze ideas on performance improvement and discuss how these concepts may not make any impact on organizations, using cases as diverse as telecommunications, cement manufacturing, a major airport, and an economic development organization. In their critique of popular performance improvement "innovations," the authors highlight the possible damage to organizations they can cause. In response to prevailing performance improvement practices, the authors put forth the concept of repair as a way to rescue these efforts. Working from their extensive research, the authors present alternative perspectives on improvement that shifts forward the stagnant debates on these processes." This publication takes a critical view of the techniques and approaches available in business studies while recognising that managers are faced with changing circumstances. It closely examines the two main improvement initiatives: Business Process Reengineering and Total Quality Management. "Offering a needed alternative perspective and real insights into the process of implementing performance improvements, this book will prove invaluable to advanced students and MBAs studying quality, performance improvements, operations management and HRM."--BOOK JACKET.