Continuously Improving an Organization's Performance: High-Speed Management

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SUNY Press, 1997 - Business & Economics - 158 pages
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This practical hands-on tool kit for managers demonstrates when, where, and how to implement significant organizational change through teamwork. The use of self-managed, cross-functional, benchmarking, and outside linking teams by high-performance firms is employed in a case study format.
 

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Contents

The Environment which Gave Rise to HighSpeed Management
1
HighSpeed Management Principles and Practices
11
Organizational Integration Processes
31
HighSpeed Management Leadership
33
HighSpeed Management Corporate Culture
55
HighSpeed Management Teamwork
71
Organizational Coordination Processes
89
SelfManaged Teamwork
91
CrossFunctional Teamwork
103
Benchmarking Teamwork
113
Negotiated Linking Teamwork
125
The Look Ahead
137
References
147
Index
157
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About the author (1997)

Donald P. Cushman is Professor of Communication at State University of New York at Albany, and coeditor of the SUNY series, Human Communication Processes.

Sarah Sanderson King is Professor of Communication at Central Connecticut State University, and coeditor of the SUNY series in International Management. Among the books the two have written are Political Communication: Engineering Visions of Order in the Socialist World; High-Speed Management and Organizational Communication in the 1990s: A Reader; Communicating Organizational Change: A Management Perspective; Communication and High-Speed Management; and Lessons from the Recession all published by SUNY Press.

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