Alan Stainer and Lorice Stainer
Analyses and discusses the relationship between productivity, performance and corporate communications, in the pursuit of business excellence. In this regard, develops strategic…
Abstract
Analyses and discusses the relationship between productivity, performance and corporate communications, in the pursuit of business excellence. In this regard, develops strategic models, first, to engender competitive advantage and, second, to understand the process of corporation communications within a productivity framework. Corporate communications cannot afford to ignore the matters of ethical concern which should become an inherent part of the organization's culture.
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Michel Mestre, Alan Stainer, Lorice Stainer and Bill Strom
Visual communications are defined and illustrated in their contemporary operations management setting. They manifest four distinct advantages: assimilation, exposure, evoking and…
Abstract
Visual communications are defined and illustrated in their contemporary operations management setting. They manifest four distinct advantages: assimilation, exposure, evoking and unifying. In Japan, they are related to underlying inherent values and ensure employee involvement. The Japanese experience itself, with its consequent relative success in the field of visual communications, is both investigated and analysed as to type, functions and associated purposes. Visual communications are perceived as galvanising into company plans. Their potential and transferability to Western corporate cultures are explored with a view to their power to deliver information through the hierarchical organisational structure. The underlying thrust is towards achieving continuous improvement in communication, the impact of which would provide a better quality of work life for the employee and improve performance.
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Alan Stainer and Lorice Stainer
Argues that corporate responsibility must span over the legal, social, economic and technological domains. Places environmental system standards and auditing in their business…
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Argues that corporate responsibility must span over the legal, social, economic and technological domains. Places environmental system standards and auditing in their business strategic roles and gives a stakeholder approach to environmental management with its relationship to sustainability, economic growth and improved quality of life. Outlines the importance and relevance of “green” yardsticks in non‐financial performance measurement terms. Analyses ethical dimensions, stressing that, by developing an ethical corporate culture, businesses can create both a competitive advantage and environmental excellence. Provides examples of contemporary environmental strategies in a European context.
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Alan Stainer and Lorice Stainer
Emphasizes the productivity and quality connection in relation tocompetitive advantage in operations management and strategy. Discussesthe issue of ethics and its interface with…
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Emphasizes the productivity and quality connection in relation to competitive advantage in operations management and strategy. Discusses the issue of ethics and its interface with productivity and quality. Highlights the underlying relationship between these three elements and demonstrates their integration to offer a triadic gain in both economic and moral terms in the pursuit of corporate growth. Presents and analyses a survey of business organizations, in both manufacturing and services, in three European countries, the UK, France and Germany. It is the combination of productivity, quality and ethics which will establish the management culture of the future. Provides guidelines to sow the seeds for the basis of improved operations performance and business excellence.
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Michel Mestre, Alan Stainer and Lorice Stainer
States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West…
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States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West. Investigates Japanese recruitment philosophy in relation to its effective and planned orientation management. Examines and illustrates the scheduling of Japanese orientation programmes. Posits that within this scenario, employee development is perceived under three distinct headings: becoming part of a team, becoming a company person and becoming trained in organizational expectations. Emphasis is put on inter‐relationships, requiring a shared understanding of the direction and values needed for effective business and individual performance. Communication, through orientation, is seen as an essential key to the integration and efficacy of new recruits and existing employees facing strategic change.