{"title":"Using ISO 9000 to improve customer service","authors":"Ian Hall","doi":"10.1108/09684879710173398","DOIUrl":"https://doi.org/10.1108/09684879710173398","url":null,"abstract":"During 1996 the facilities management department at the Sanofi Research Centre in Alnwick implemented an ISO 9000 quality system. The primary aim for implementing the system was to improve the services provided to the department’s internal customers. Describes how the implementation was carried out, with particular reference to improving customer service, but also identifying some of the issues relating to implementing ISO 9000 within part of a larger organization. Focuses primarily on in‐house service providers, but the information may be relevant to all service organizations.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114159842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The missing quality dimension in a Chinese‐based society ‐ Hong Kong","authors":"V. Lo, T. Cheng","doi":"10.1108/09684879710173361","DOIUrl":"https://doi.org/10.1108/09684879710173361","url":null,"abstract":"A survey instrument based on the fundamental concepts of TQM in BS 7850 was developed to measure employees’ motivation and behaviour towards practising TQM in Hong Kong. Principle‐component factor analysis was employed to analyse the data. Three factors were found, namely the technology, the system and the philosophy, with emphasis on different aspects of TQM. Factor scores were then computed and empirical results showed that there exist three dimensions of quality and that Hong Kong employees are more motivated by the technical aspects of TQM, such as reducing quality losses and continuous improvement. On the other hand, the philosophy aspect of quality has not been emphasized.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"109 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132232159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Designing effective employee training programmes","authors":"A. Hughey, Kenneth J. Mussnug","doi":"10.1108/09684879710167638","DOIUrl":"https://doi.org/10.1108/09684879710167638","url":null,"abstract":"Describes the elements of a successful employee training programme. Explains the distinction between training and education, along with a discussion of why “soft skills” training initiatives are less effective than skills‐based approaches. Discusses the critical role of the training manager in implementing a training programme, as well as important considerations when developing a strategic training plan. Finally, describes several key factors which determine how employee training programmes can best support company profitability.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121254535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"En route to TQM: organizational learning through quality circles","authors":"Frances M. Hill","doi":"10.1108/09684879710167674","DOIUrl":"https://doi.org/10.1108/09684879710167674","url":null,"abstract":"Explains why companies wishing to make the transition to TQM must address the issue of organizational learning. Also provides some evidence that quality circles (QC) can facilitate organizational learning in the quality context. Discusses three theoretical stages of organizational learning, and demonstrates how QCs can assist organizations in progressing through the first two of these. Explores specific aspects of organizational learning relevant to TQM, which can be effected through the medium of QCs. Concludes that QCs could prove a useful vehicle for initiating some of the changes and attendant learning which the transition to TQM entails.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130007613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Using empowerment to turn employees into entrepreneurs ‐ an internalization too far?","authors":"S. Minett, Steve Ellis","doi":"10.1108/09684879710167665","DOIUrl":"https://doi.org/10.1108/09684879710167665","url":null,"abstract":"Argues that empowerment programmes aim at inducing “entrepreneurial” behaviours and attitudes in employees, and that this aim ignores a fundamental internal inconsistency. Further, the traditional structure of formal organizations excludes a number of the conditions necessary to sustain such behaviour. Poor or diminished job security, the absence of real ownership stakes for employees, the continued power of formal authority, all militate against the objectives of true empowerment. In addition, the lack of adequate “reality‐testing” mechanisms for internal communications puts organizations seeking to reap the benefits of an empowered culture in a difficult and possibly dangerous position. Uses evidence from senior HR/OD executives in organizations which have introduced empowerment to substantiate the claims made.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"158 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116232642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A model for managing the transition from ISO 9000 to TQM","authors":"Sarah T. Meegan","doi":"10.1108/09684879710156513","DOIUrl":"https://doi.org/10.1108/09684879710156513","url":null,"abstract":"Estimates suggest that 100,000 companies are currently registered to ISO 9000 ‐ a phenomenal figure. Yet so comparatively few have made the further quality transition to TQM. In general, published work combining ISO 9000 and TQM is lacking. However, of the little which does exist, the consensus is that registration to the standard offers a valuable route to TQM. Asks why managers appear so unconvinced. Identifies several factors which emerge from the literature as influencing this transition process and seeks to consolidate the various dimensions into a comprehensive framework which will serve as the base of analysis for the next phase of this ongoing study.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122211575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How to increase teamwork in organizations","authors":"B. Conti, B. Kleiner","doi":"10.1108/09684879710156496","DOIUrl":"https://doi.org/10.1108/09684879710156496","url":null,"abstract":"Gives a basic understanding of what could be done to increase teamwork to benefit an organization. In researching the significance of teamwork and the problems teams confront in the business arena, provides a better understanding of how team building fits into the future of successful businesses. By focusing on different tools and techniques, develops an insight on the approaches that can be taken to reach this important cohesion. Through corporate examples, examines the results of the variety of approaches discussed. Through these day‐to‐day business events, provides a visual perception of the important contribution that increased teamwork can provide. Contends that, as we move through the present business climate, efficient and effective teamwork is the recommended approach to achieve and maintain a successful business.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"104 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127961979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Cultural change: crucial for the implementation of TQM","authors":"W. Vermeulen","doi":"10.1108/09684879710156522","DOIUrl":"https://doi.org/10.1108/09684879710156522","url":null,"abstract":"Claims that management’s failure to recognize the importance of attitudes and to foster a change is one of the primary reasons for the failure of the quality transformation process. States that successful TQM implementation is dependent on the existence of a total quality culture among all personnel. Reports research which indicates that, although some positive elements do exist, for example, a common accepted vision, accepted responsibilities, customer‐focus and group cohesiveness, much still needs to be done to pave the way for a total quality culture.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115308725","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The truth about teams","authors":"Kenneth J. Mussnug, A. Hughey","doi":"10.1108/09684879710156487","DOIUrl":"https://doi.org/10.1108/09684879710156487","url":null,"abstract":"Many companies have adopted self‐directed work teams as a way to empower their employees and thus enhance both productivity and quality. Many of these same companies, however, have experienced a myriad difficulties and problems in attempting to implement a team programme. Explains how to determine if your company could benefit from using a team management approach, as well as how best to “set the stage” for an empowerment programme such as teams. Includes useful strategies for implementing teams, a discussion of the critical role of management, how long the transition can be expected to take, how to deal with issues of accountability, and the importance of initial and ongoing training. Addresses the concept of team efficacy in the context of why teams are successful at some companies and disastrous at others.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"274 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131733552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Making mentoring work","authors":"Alison Tabbron, S. Macaulay, Sarah Cook","doi":"10.1108/09684879710156469","DOIUrl":"https://doi.org/10.1108/09684879710156469","url":null,"abstract":"Suggests that formal mentoring schemes are on the increase in response to the rapid pace of change and the need for people to network in lean delayered organizations. Defines mentoring as a one‐to‐one process of helping individuals to learn and develop and takes a longer‐term perspective which focuses on the person’s career and their development. Reviews the experience of best practice organizations using mentoring and draws on a feasibility survey of managers in a 10,000 strong global engineering company. Typical problem areas are that expectations and objectives may be misunderstood, the formal framework may not fit the culture and it can be hard to find suitable mentors. Discusses the strengths of mentoring, some of the pitfalls, and factors which help to make mentoring work effectively. Asserts that you should be clear what you want out of mentoring, communicate thoroughly, carefully tailor the programme to the needs of participants and the culture, train the mentor and set up evaluation and review methods.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121893337","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
