Titlebook: Handbook of Total Quality Management; Christian N. Madu Book 1998 Kluwer Academic Publishers 1998 ISO 9000.Service.design.environment.info

記成螞蟻

Strategic total quality management,eflects an organization’s overall performance. Quality is not viewed from the standpoint of direct products and services but as the driving force to ensure the survivability and competitiveness of an organization. In that view, quality is quite encompassing and includes several factors such as manag

ligature

滋養(yǎng)

BILL

disciplined

Quality, productivity and information systems,r products or services. To meet these challenges, managers have invested heavily in information technology (IT), some successfully, some less successfully. Many investments have been made without a clear understanding of how quality, productivity and IT are related. The purpose of this chapter is to

gorgeous

大溝

類人猿

Self-assessment,wards (together with the implementation of Management by Objectives (MbO) at IBM and General Motors (GM), systematic and regular assessments of the management were already known as an important approach in the 1930s. Peter Drucker mentioned - based on his examinations of the GM management system - a

螢火蟲

Process performance, appraisal and employee development planning,e need for significant change within organizations (Hammer and Champy, 1993). The evolving international economy, with its new brand of challenges to survivability and growth, requires company actions in a range of diverse areas. These may include basic overhauls in the essence of the organization i

outset