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ADVANCED
MANAGEMENT JOURNAL
VOLUME 61
NUMBER 4 AUTUMN 1996
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to AMJ Contents
Focusing on Results: Not Always the Best Strategy
Ignoring the means and focusing on the ends can lead to major
problems, although there are times enumerated here - when it is an appropriate approach.
Focusing on behaviors can be a more productive way, to proceed in the long run, as
potentially, serious problems ma), be avoided. Often a blend of the two is optimal.
C. W. Von Bergen and Barlow Soper
The Role of Expert Systems in Improving the Management of
Processes in Total Quality Management Organizations
The drive to improve quality is widespread, and many
companies embrace total quality management as a means to this end. Central to the
success of TQM is the effective use of information and analysis and of expert systems to
support and improve the management of processes. In four areas examined here, supported by
survey results, expert systems have been shown to expedite work and improve quality and
productivity.
Sean B. Eom and Demetrius Karathanos
Is Skill-Based Pay for You?
If your company still used a traditional pay system based on
the type of job the employee holds, you may want to take a look at skill-based pay, which
can increase workforce flexibility, recognize employees' various skills, and involve
employees in more decision making. Users of skill-based pay believe it helps align
employee behaviors and results more closely with their business strategies.
Ronald J. Recardo and Diane Pricone
Improving Productivity Down Under: Exploring Australia's
Best Practices Program
In the 1980s, Australia's government undertook a major
initiative to improve the substandard productivity level of its domestic
industry. One of the initiative was the Best Practices Program,
built on government, trade union, and business participation. Benchmarking is key
feature of the program, along with a commitment to share results with other
companies. To date, firms in the program have significantly improved productive
levels.
Robert Spagnola
Work-Teams: Why Do They Often Fail?
Research shows that one in five companies will soon implement
self-directed work teams. Experience suggests many will fail because the teams will
be superimposed on a non-team culture. To succeed, the team must be the last step,
not the first, in a process that examines and perhaps changes a company's structure and
attitude toward employees and the way employees are challenged and rewarded.
Thomas R. Tudor, Robert R. Trumble, and Johanna J. Diaz
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