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  • 1
    Electronic Resource
    Electronic Resource
    Magical oracles and hand axes: lessons for building self-confidence and employee ownership (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 147-154 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: From ancient times, the need for control and the ability to gain it by developing tools, language and ideas has distinguished the human species. More recently, empowerment has been used as a way of ensuring members of an organization have sufficient control. This not only boosts trust and morale but enables people to take risks and respond to competitive challenges from every level of the organization. Essential measures for successful empowerment include passing on information on all aspects of the organization's performance, providing training and using these to encourage either individual leadership or collective leadership as part of a team. Empowerment will not work unless we address the human need for self-control.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739910268415
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  • 2
    Electronic Resource
    Electronic Resource
    Employee involvement, pollution control and pieces to the puzzle (1999)
    Bingley : Emerald
    Environmental management and health 10 (1999), S. 105-111 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Employee involvement is essential to improving pollution control. Organizations like Dow Chemical have been able to use employee involvement to reduce pollution. It begins by understanding, as Dow does, that "If pollution is a cost to you (my competitor) and a cost to me, I win if my costs are lower". Controlling these costs requires people to think about it - a lot. Everyone must accept ownership for pollution. All the pieces must fit together. Unfortunately, even the most advanced companies are still struggling with these issues. An anonymous survey was sent to some of the top pollution-reducing companies in the world. Responses to the questionnaire that focused on a wide range of issues often proved surprising to disturbing. Executives in charge sometimes felt they had employee involvement but few of the operational conditions for it to exist. Dow Chemical provides a rare example of being able to connect all the pieces, through its three keys.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169910259769
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  • 3
    Electronic Resource
    Electronic Resource
    Re-engineering: using the customer as a unifying factor (1996)
    Bradford : Emerald
    Training for quality 4 (1996), S. 11-15 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Claims that every successful corporate culture has to have a unifying factor which makes the company distinctive. Looks at American Express, which, it suggests, has a central culture of focusing on the customer. Examines how American Express places its focus on the customer and the benefits of doing so. Concludes that by empowering its employees and encouraging them, a firm will not have trouble in developing good employee relations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879610367619
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  • 4
    Electronic Resource
    Electronic Resource
    Managing pollution efforts: how to turn pollution into profits (1996)
    Bingley : Emerald
    Environmental management and health 7 (1996), S. 15-22 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Discusses the importance of environment as it affects organizations in terms of cost containment, dealing with new regulations or reacting to unexpected problems. Looks at the possibilities of "cashing in" on the public's concern for the environment and views the environment as a means by which to gain competitive advantage in the 1990s. Proposes that pollution management is more than controlling cost; it can be a revenue generator. Concludes that some managers are "out of touch" and that their employees have a better grasp of reality. Emphasizes again that the potential for environmental profit extends far beyond customer appeal.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169610181650
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  • 5
    Electronic Resource
    Electronic Resource
    Re-engineering: using the customer as a unifying factor (1996)
    Bradford : Emerald
    Training for quality 4 (1996), S. 32-36 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks at how companies can go about creating a competitive culture using American Express as an example. Provides details of their programme, including their focus of attitudinal training and the role of leadership. American Express has chosen quality service to their customers as their unifying factor and this has worked well, as employees can easily put themselves into the customer's shoes and, if the process is done correctly, take pride in a job well done. Looks at the firm's intrastructure, in-house training sessions, service tracking, reports, transaction-based surveys, establishing of links, performance reviews, attitudinal training, employee involvement, and communications. Concludes by noting American Express confirm that people want to give their best and it is management's job to encourage employees and then empower them so they can do so.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879610112846
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  • 6
    Electronic Resource
    Electronic Resource
    Enviro-management as a profit center (1998)
    Bingley : Emerald
    Environmental management and health 9 (1998), S. 60-64 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: The environment is the source of many discussions in America's board rooms. Most of the conversations probably center around cost containment, dealing with new regulations or reacting to unexpected problems. Some conversations may even revolve around how to "cash in" on the public's concern for the environment. All of these discussions are normal, but also are increasingly becoming outdated. Companies that see the environment as a cost rather than a chance to gain a competitive advantage are perhaps missing the best opportunity of the 1990s. In the 1980s, quality was the vehicle that delivered greater profits and market share, but many businesses were late to recognize the fact that quality is a profit issue, not a cost issue. It was only the success of the Japanese and consumer pressure that created the quality revolution. Today, it is the environment that holds enormous potential for business, but until recently business was in a reactive not proactive mode. In order to be able to use the environment as a competitive weapon, business needs to begin where it should always begin, its customers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169810211159
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  • 7
    Electronic Resource
    Electronic Resource
    Competence-based team management (1995)
    Bingley : Emerald
    Team performance management 1 (1995), S. 5-12 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines training programs within several companies worldwide.Proposes that more than ever today companies should be working towardimproving quality, owing to changes in market conditions. Presents aseven-step process toward problem solving with the company. Concludesthat, to maintain continuous improvement within an organization, it isimportant to recognize any weaknesses it may have and address them.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527599510096738
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  • 8
    Electronic Resource
    Electronic Resource
    A unifying approach to management (1997)
    Bingley : Emerald
    Management decision 35 (1997), S. 398-403 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks at what it takes to create effective organizations. States that they use some system for unifying the efforts, thoughts and actions of diverse groups within the organization. These organizations have a "unifying factor" that is clearly defined and has a well-understood meaning throughout the organization. Reviews some of these unifying factors and the organizations that make them work. There may be no one best unifying factor but certain common components exist in all unifying factors. Posits that customer service, quality or even money can be a unifying factor if the right infrastructure is created, so all are drawn together for a common purpose.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251749710173779
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  • 9
    Electronic Resource
    Electronic Resource
    Gaining competitiveness through innovation (1999)
    Bingley : Emerald
    European journal of innovation management 2 (1999), S. 82-85 
    Details
    ISSN: 1460-1060
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Innovation has always been at the centerpiece of competitiveness. Experimentation, exploration and a drive to maximize resources is as essential for companies as it is for nations and our whole species. Many of the lessons for how to best innovate can be drawn from nature herself. The Cambrian explosion provides a good blueprint for how innovations occur. It shows us that true innovation often occurs in sudden dynamic shifts. It is not one of continual or gradual improvements but rather "lumpy" improvements. It is these sudden competitive changing innovations that open up and close out vast areas of commerce. Unfortunately, we never know where these competitive changing innovations will occur, so it is best to be ever vigilant and explore not only main lines of inquiry but also by-products. Often, it is these by-products that turn out to be the competitive shifting innovations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14601069910269790
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