Creating culture change: The key to successful total quality management

Creating culture change: The key to successful total quality management

128 Long Range Planning Vol. 25 April 1992 Creativity G Organization: Text, Cases and KAO, Prentice Hall (1989), 543 pp., A20.95. Making Chan...

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Creativity G Organization: Text, Cases and KAO, Prentice Hall (1989), 543 pp., A20.95.

Making Change Work, EDGAR WILLE and PHILIP HODGSON, Mercury Books (1991), 183 pp., A14.95.

Designed as a second year elective for the MBA programme at Harvard. A useful combination of text and cases. More attention could have been given to the whole area of new venture development and venture capital experience, neither of which merit mention in the index. Also pity that the useful analysis of the international research trends identified in Global Research Strategy and International Competitiveness, MARK CASSON (Ed.), Basil Blackwell (1991), 312 pp., L45.00, were not combined with the ideas of Kao. One author came from a background of psychiatry and the other economics; the second book made no mention of Entrepreneurship and Creativity in the index, while the former did not consider Research Strategy and Competitiveness merited mention. This reflects difficulty of dealing with the subject holistically. Managing Change: Creating Competitive Edge, DAVID TRANFIELD and STUART SMITH, IFS Publications (1990), 175 pp., A29.95, discusses the theoretical framework of managing change and its implementation within the context of three case studies Westland Helicopters, Cummins Engine and Rotabroach. But little reference is made to new venture literature and thinking and, in this case, there is no index at all.

Based on the ‘Making Change Work’ programme at Ashridge. Excellent, user-friendly, introduction divided into three parts: Principles and context, Stories and examples, and Skills and approaches. Another excellent publication in this area comes from an author who is a Director of Graduate Studies at Henley, The Management College, Managing Change in Organizations, COLIN CARNALL, Prentice Hall (1990), 221 pp., L15.95. A third book (also of similar high intellectual and readability standards) is Changing Behavior in Organizations: Minimizing Resistance to Change, ARNOLD S. JUDSON, Basil Blackwell (1991), 221 pp., A30.00. The author was Chairman of a management consulting firm in Cambridge, Mass. and this volume was originally published in 1966! Few subjects are more crucial to management and all three books could usefully be read by anyone seriously attempting to come to terms with challenges in this demanding area. Another book worth mentioning in this context is Planning and Managing Change, BILL MAYON-WHITE (Ed.), Harper and Row (1986), 271 pp., A9.95. Contains 21 useful papers; used on the excellent Open University programme on managing change.

Creating Culture Change: The Key to Successful Total Quality Management, PHILIP E. ATKINSON, IFS Publications (1990), 267 pp., A24.95.

Hotel and Catering Case Studies, PETER ABBOTT and JOHN SHEPHERD,Cassell (1989), 217 pp., L9.95.

Entrepreneurship, Readings,JoHNJ.

A relevant, readable, guide to the effective introduction and management of TQM. Needs to be widely read by senior managers seriously interested in their organizations’ long term survival-and success.

A useful book of (U.K. based) cases designed for students of hotel and catering management.

Service Operations Management, (1989), 271 pp., A11.95. Paid to Decide: 30 Issuer no Senior Manager can Ignore, JOHN FODEN, Business Books (1991), 164 pp., L14.99. The publishers argue that the book claims to identify ‘the 30 issues no chief exective should duck’, which end up as six ‘rules for the road’: Watch your market, Watch your technology, Watch your people, Look for angles, Hold to your vision, and Provide a clear lead. Written by the Chief Executive/Chairman of the PA Consulting Group. All sound common sense, but it is difficult to believe that people have become chief executives without at least this knowledge base. The book cover more realistically focuses on the ‘senior manager’. But the content seems more relevant to the new recruit who would benefit from a greater understanding of the roles of the those at the top of their organization.

The Source Book, A;95.00.






Demonstrates how management techniques developed primarily within manufacturing industries can be effectively applied to the more ‘customer orientated’ service sector. Increasingly important and valuable on a wide range of management courses. An alternative approach is 12 Steps to Success Through Service, BARRIE HOPSON and MIKE SKULLY, Mercury (1991), 183 pp., L17.95. This argues that simply sending staff on a training course will not transform attitudes and behaviour; it requires a complete re-evaluation of the business, breaking down the process into 12 crucial steps that have to be climbed to achieve success through service. (Includes case study material from British Airways, Kwik-Fit, Volvo and The Body Shop.) A brief specialized study in this area is Services in Central and Eastern European Countries, LESZEK ZIENKOWSKI, OECD (1991), 54 pp., AlO.00, which gives particular attention to the service sectors of Poland, Hungary and Czechoslovakia.

781 pp.,

Designed as search aid for market researchers and others requiring access to further information on a wide variety of industry related topics. The sources, around 11,000, cover: Trade Bodies, Trade Directories, Statistical and other Sources, Periodicals, and Online Databases438 available in the U.K. The information is then classified by industry group. Pity a similar volume does not exist for management related information. Or does it?

The Greening ofBusiness, 103 pp., L28.50.

RHYS A. DAVID (Ed.), Gower (1991),

Eight brief, readable, to-the-point, papers on the increasing importance of environmental issues to corporate strategic thinking. Originally presented to a conference organized by Business magazine; a magazine now, unfortunately, no longer. A cheaper paper-back edition would help the issues be more widely recognized.