Purpose – This chapter will explore how Jean Quan was elected as Oakland’s first Asian American and woman mayor and the numerous challenges to lead the city’s governing coalition…
Abstract
Purpose – This chapter will explore how Jean Quan was elected as Oakland’s first Asian American and woman mayor and the numerous challenges to lead the city’s governing coalition. Quan sought to build a diverse coalition to run the city. She has devoted her efforts to those in greatest need as she navigates the multiracial and multidynamic politics, and build her administration as progressive, inclusive, and universal.Design – This research uses voting records, U.S. Census data, media accounts, and interviews with local participants to study the research questions for this chapter; how and why did Jean Quan get elected as Mayor, and what has been her approach to leading the city’s governing coalition?Findings – This chapter’s preliminary findings after 18 months in office are that Mayor Quan has stabilized her governing coalition and has gotten back on track to begin to achieve her campaign goals.Research limitations and future research – The major limitation of this chapter’s research is Mayor Quan has been in office only 18 months, which is a short time to study Quan’s governing coalition and whether she will sustain this coalition in the coming years. Future research is needed to study how Quan compares to recent Oakland mayors and to other Asian American local elected leaders of large cities.Impact of research – This research builds upon previous research on Asian Pacific Islander elected officials at the local level and adds to the growing body of research on minority mayors and local elected officials.Value of research – As the United States grows increasingly diverse those who govern its cities have also become more diverse in the 21st century. This research makes an important contribution to the study of a fast growing population APIs and their elected leaders.
Part II of a three‐part series, presents a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies…
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Part II of a three‐part series, presents a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies, and supported by quality gurus and writers. Such factors are considered as being conducive to the success of TQM implementation. Discusses these factors from the point of view of how and why. There appears to be little agreement on the what, so an understanding of the “processes” involved in implementation allows for the appropriate framing and objective classification of key factors for TQM implementation. Discusses those quality factors related to resource management and systems and process management.
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J.S. Oakland and A.J. Aldridge
Looks at the construction industry’s approach to quality managementby focusing on the sector of civil and structural engineeringconsulting, with an in‐depth study of one company…
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Looks at the construction industry’s approach to quality management by focusing on the sector of civil and structural engineering consulting, with an in‐depth study of one company in particular. Examines the premiss that the industry does not really understand total quality management, but merely considers the management of quality to be the gaining of BS 5750 registration. The study was carried out on a literature review and interview basis in six offices of a multi‐disciplinary firm of consulting engineers. Comparison of the case study findings with Oakland’s model for TQM and the literature review provide a résumé of the current status of understanding and management of quality in construction.
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
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Neal Allen and John S. Oakland
The work described is part of three‐stage project on the practice of quality management in the textile industry. This article is concerned with the results of structured…
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The work described is part of three‐stage project on the practice of quality management in the textile industry. This article is concerned with the results of structured in‐company interviews in 23 organisations. The interview programme examined the background of the company and the “quality manager”, the organisation for quality, quality systems, quality control (including process control) and quality costs. The findings show, in many of the respondents, the absence of quality policies, lack of attention to quality training, and generally poor quality systems. The conclusions are that, in spite of a general increase in awareness of the importance of quality to competitiveness, actual management practices in the textile industry have not changed greatly.
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P.E.D. LOVE, J. SMITH, G.J. TRELOAR and H. LI
Architectural and engineering firms (design firms) have eschewed implementing quality assurance (QA) and other subsequent aspects of quality such as continuous improvement. Their…
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Architectural and engineering firms (design firms) have eschewed implementing quality assurance (QA) and other subsequent aspects of quality such as continuous improvement. Their reluctance to embrace QA has been found to be a contributing factor in the production of poor quality contract documentation. Missing, conflicting and erroneous information contained within contract documentation are major sources of rework and customer dissatisfaction in construction projects. If design firms are to significantly improve the quality of the service they provide, they should implement ISO 9000 quality management and assurance standards. By implementing such standards, it is suggested that design firms will be able to contribute more effectively to the value adding process in the construction supply chain. It is argued that the service offered by design firms should be viewed as a key component of value that drives its success. Therefore, because rework is a major source of dissatisfaction in projects, a case study was used to determine how its occurrence inhibited value creation and thus the quality of service provided. From the case study findings, the need for design firms to implement ISO 9000 quality management and assurance standards so as to improve their service quality is discussed.
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John S. Oakland and Amrik Sohal
This paper presents the results of the second part of a study into the “barriers to acceptance of production management techniques in UK manufacturing industry”. The results of a…
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This paper presents the results of the second part of a study into the “barriers to acceptance of production management techniques in UK manufacturing industry”. The results of a telephone survey and detailed in‐company work carried out with seven manufacturing companies are presented. The important factors contributing to the successful usage of the techniques and concepts are discussed in detail and a proposed methodology for widening the application of techniques is outlined.
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Keith G. Lockyer and John S. Oakland
This paper describes the results of surveys which provide information on the relative status, qualifications, knowledge, practices and needs of production/operations managers…
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This paper describes the results of surveys which provide information on the relative status, qualifications, knowledge, practices and needs of production/operations managers within the UK. The qualifications and ambitions of production managers are shown to be lower than managers in other functions. A disturbing finding is the level of knowledge of established operations management techniques and concepts. Moreover, those who do have knowledge make low utilisation of it. Comparison of American and British‐owned companies indicates that production managers in the former make greater use of good management techniques. There is demonstrated a need for active career development to enable well qualified and ambitious recruits to enter the profession and progress to senior management positions.
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John S. Oakland and Amrik Sohal
The results of a survey of production managers in the UK, carriedout in 1986, on behalf of the British Institute of Managers (BIM). Itcompares these results with those from an…
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The results of a survey of production managers in the UK, carried out in 1986, on behalf of the British Institute of Managers (BIM). It compares these results with those from an earlier, similar survey carried out in 1977. The evidence shows that changes in production management have not kept pace with changes in technology and competitive priorities, such as the importance of consistent quality. Recommendations include the closer involvement of production managers in determination of manufacturing policy, reorganisation to allow responsibility to be taken for quality, production control, and maintenance, increased training, and better liaison between production, marketing, and design functions.