As a result of organizations′ increasing predilection to contractfor services, a gap has emerged between the management skills weemphasize in management development programmes and…
Abstract
As a result of organizations′ increasing predilection to contract for services, a gap has emerged between the management skills we emphasize in management development programmes and the skill needs of future managers. A total quality approach to management development will require us to close this contract‐related training gap. Introduces ideas which inform the need for the development of skills in conceiving, negotiating and administering contracts for services heretofore performed by employees. Suggests that we need to begin to re‐examine the current content of management development programmes to identify this and other gaps. We must ask: What additional skills do today′s managers need to be effective tomorrow? Why? How do these skills differ from currently required skills? What kinds of training can close the identified gaps?
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Describes one approach to meeting the health‐care cost reductionchallenge through the hospital materials management function. Highlightsthe value of taking a proactive stance to…
Abstract
Describes one approach to meeting the health‐care cost reduction challenge through the hospital materials management function. Highlights the value of taking a proactive stance to meet the challenge; transferring technology across industry sectors, such as employing a just‐in‐time inventory management system in clinical areas of hospital materials management, and adopting a win‐win managerial philosophy. Features a case study to demonstrate the ideas in practice.
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Focuses on the contract process as a source of information for managers seeking to contract more effectively. Draws on the findings of a multiple‐case comparative study undertaken…
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Focuses on the contract process as a source of information for managers seeking to contract more effectively. Draws on the findings of a multiple‐case comparative study undertaken to understand service‐contracting processes and the factors that influence them. Offers specific ideas for ways to manage contracting processes more effectively. Includes case examples to clarify the points raised.
What are the implications of assuming that employees have the knowledge and ability to direct their own work and make valuable contributions to achieving organizational success…
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What are the implications of assuming that employees have the knowledge and ability to direct their own work and make valuable contributions to achieving organizational success? This article explores some answers to this question by, among others: reviewing ideas of early management thinkers; establishing the pedigree of current management concepts of empowerment and participation; and by extracting lessons from successful management implementation of the latter two concepts in two types of organizations rarely discussed in the management literature: non‐profits and partnerships. Among the lessons for managers is the need to recognize the important roles that strong missions, genuine trust, and widely dispersed information play in attaining organizational success via empowerment and participation. Also examined are some unique and paradoxical challenges presented to leaders if they truly obtain the participation acknowledged as crucial for organizational survival in a postmodern age.
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This article applies Total Quality Management (TQM) concepts to the specific case of contracting out. Specifically, it applies quality expert E. Edwards Deming’s 14 points to the…
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This article applies Total Quality Management (TQM) concepts to the specific case of contracting out. Specifically, it applies quality expert E. Edwards Deming’s 14 points to the management of contracts by firms employing contractors. His points are generally held to be the “bedrock philosophy” on which any TQM effort must rest. By adapting these quality concepts and philosophies to contracting practices, processes and procedures, managers can develop Total Quality Contracting (TQC) approaches for their organizations.
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The University of Tampa Center for Leadership offers extensiveleadership development activities, many of which are based on conceptsderived from theories collectively referred to…
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The University of Tampa Center for Leadership offers extensive leadership development activities, many of which are based on concepts derived from theories collectively referred to as “new science”. New science – those discoveries in the physical and biological sciences during the twentieth century that have challenged us to consider our world from the perspectives of quantum mechanics, self‐organizing systems, and chaos theory – have been translated into specific leadership development activities. Examples include: (1) a focus on heuristic models to guide leader behaviour; (2) the assessment of leadership competence from multiple, non‐averaged, perspectives in contrast to a top‐down or an “average” perspective; and (3) the use of live practice fields which incorporate many complex relationships among both issues and issue advocates to diagnose and learn about leadership effectiveness within organizations.