Charles Emery, Tracy Kramer and Robert Tian
Compares the benefits and consequences of two different educational philosophies adopted by business schools: the customer‐oriented approach and the product‐oriented approach. The…
Abstract
Compares the benefits and consequences of two different educational philosophies adopted by business schools: the customer‐oriented approach and the product‐oriented approach. The customer approach suggests that faculty treat the students as their customers and the product approach requires that faculty treat the students as their products. Under a student‐customer program, enrollment and levels of student satisfaction increase at the expense of learning and program quality. The product approach shifts the focus from student satisfaction to student capabilities and holds business programs responsible for producing knowledgeable, effective students who possess skills and talents valued by public and private corporations.
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Charles R. Emery, Tracy R. Kramer and Robert G. Tian
A student evaluation of teaching effectiveness (SETE) is often the most influential information in promotion and tenure decision at colleges and universities focused on teaching…
Abstract
A student evaluation of teaching effectiveness (SETE) is often the most influential information in promotion and tenure decision at colleges and universities focused on teaching. Unfortunately, this instrument often fails to capture the lecturer’s ability to foster the creation of learning and to serve as a tool for improving instruction. In fact, it often serves as a disincentive to introducing rigour. This paper performs a qualitative (e.g. case studies) and quantitative (e.g. empirical research) literature review of student evaluations as a measure of teaching effectiveness. Problems are highlighted and suggestions offered to improve SETEs and to refocus teaching effectiveness on outcome‐based academic standards.
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The purpose of this paper is to identify prerequisites for sustaining effective cross‐functional integration as well as their temporal inter‐relationships. Once this type of…
Abstract
Purpose
The purpose of this paper is to identify prerequisites for sustaining effective cross‐functional integration as well as their temporal inter‐relationships. Once this type of information is known, a “cause‐effect‐cause” model is constructed to identify constraints and improve effectiveness.
Design/methodology/approach
A case research approach was used to explore the relationships between various prerequisites of integration and to understand “how” or “why” their presence may influence the success of sustaining integration. The study focused on 13 companies from the US aerospace defense industry which were in the process of implementing TQM programs.
Findings
Organizations which successfully attained “sustained” integration indicated that the reward/performance system based on cross‐functional or process objectives was the major driver behind: forcing employees to understand the organization's processes; providing dedicated time for employees to reflect on process improvement; ensuring employees are rewarded for process improvements; and increasing accountability for integration. These organizations believe that the employee's understanding of the strategic processes acted in conjunction with the process improvements rewards to improve the employees' understanding that cross‐functional relations play a critical role in success.
Research limitations/implications
The findings provide a valuable linkage between the organizational constraints, integration and the organizational learning literature.
Practical implications
Study results suggest both a construct for measuring levels of organizational integration and a cause‐effect‐cause relationship to identify prerequisite constraints.
Originality/value
This is one of the few studies that examine 13 corporations to clarify both the prerequisites for sustaining integration and their temporal inter‐relationships. Additionally, a “cause‐effect‐cause” model based on the Theory of Constraints is used to identify prerequisite constraints.
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Charles R. Emery and Katherine J. Barker
This study seeks to examine customer satisfaction (CS), productivity, and profitability in terms of the organizational commitment (OC) and job involvement (JI) of company customer…
Abstract
Purpose
This study seeks to examine customer satisfaction (CS), productivity, and profitability in terms of the organizational commitment (OC) and job involvement (JI) of company customer contact personnel. Additionally, the study aims to investigate the relationship between the OC and JI of customer contact personnel in team and non‐team structures.
Design/methodology/approach
A field design is used for testing the study's four hypotheses and for examining the relationships between the independent variables and organizational profit and productivity. The study uses the service departments of 40 geographically diverse franchised automobile dealerships from one original equipment manufacturer.
Findings
The OC of customer contact personnel was significantly correlated with CS but not profit and productivity. On the other hand, the JI of customer contact personnel was significantly correlated with CS, profit and productivity. There was a significant difference between the team and non‐team structures for JI, but not for the OC of customer contact personnel.
Research limitations/implications
Future studies need to focus on the potential effect of compensations schemes on the relationships between OC, JI and CS within team and non‐team structures.
Practical implications
This study offers some insight to whether teams provide any motivational benefit in terms of commitment and job involvement. Further, there is clear evidence that team structures increase productivity and net profit. It is hoped that this research will offer more support for the need to shift some of an organization's strategic service vision inward onto the employees.
Originality/value
This is one of the few studies that examine the dependent variables of profit, productivity and customer satisfaction across 40 different service organizations.
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This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives…
Abstract
Purpose
This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives. Various solutions were tested to develop a “best practice” for improving the effectiveness and accountability of implementing action plans.
Design/methodology/approach
Program audits were conducted on the tracking and effectiveness of strategic objectives and corrective action plans at 24 aerospace‐related companies (e.g. Northrop, Allied Signal) in the USA.
Findings
Generally, strategic objectives and correction actions are performed adequately and on‐time within an organization's function (e.g. engineering). The adequacy of cross‐functional actions, however, was a completely different story. Typically, these actions were delayed past the “need by dates” and often failed to satisfy the internal customer's need. Several solutions were examined and “the dynamic stringing” method proved to be the most effective.
Research limitations/implications
Future studies need to focus on additional methods to insure accountability of cross‐functional requirements to include incentives.
Practical implications
This study presents the basis for a “best practice” that could help solve inefficiencies and delays in completing cross‐functional actions. The core concept of “paper and string” can easily be upgraded to computerized project management systems. The key, however, is not to lose the power of “visibility.”
Originality/value
This is the only study that has examined the chronic problem or “dirty little” secret of poor cross‐functional support in numerous organizations. The value is to managers that need to insure the accomplishment of strategic objectives and corrective actions.
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THE first number of a new volume of THE LIBRARY WORLD offers an occasion for brief retrospect and reflection. For seventeen years the magazine has appeared regularly, untrammelled…
Abstract
THE first number of a new volume of THE LIBRARY WORLD offers an occasion for brief retrospect and reflection. For seventeen years the magazine has appeared regularly, untrammelled by official connexion and presenting a catholic view of libraries and the library profession. It began its career at a time when discussions of methods such as open‐access, classified cataloguing, and even library bulletins, created an excitement which they rarely create now; and in these and all subsequent discussions THE LIBRARY WORLD has endeavoured to keep level with, or even in advance of, the best opinion of the day. The leading men in the profession—both living and dead—have contributed to these pages; and altogether the magazine has stood consistently for progress, for advanced methods, and for the importance and dignity of the librarian's office.
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Sara C. Heitshu and J. Travis Leach
Managing the serials portion of collection development in research libraries demands the wisdom of Solomon and the patience of Job. The difficulties presented by variations in…
Abstract
Managing the serials portion of collection development in research libraries demands the wisdom of Solomon and the patience of Job. The difficulties presented by variations in format, title, and quality of content; bibliographic control; escalating costs; storage; and preservation, not to mention the shifting teaching and research needs of a large campus, require a combination of bibliographer/subject specialist, economist, cataloger, preservation expert, and bibliographic instructor. The interrelationships among library staff, faculty and the library administration can be tested to their outer limits when making decisions about serials.