"This is a thought–provoking book that will stimulate a constructive reevaluation of widespread management practices – and they badly need such reevaluation. If it does nothing else – and it does much more – it would deserve serious reading.(Russell L. Ackoff, Chairman, INTERAC, The Institute for Interactive Management) "Nothing would improve the performance of managers and organizations more than a deeper understanding of the potential and limitations inherent in management systems. This superb book, by three outstanding scholars, goes a very long way to that end." (Louis E. Lataif, Dean Boston University School of Management) "Finally, a book which offers pragmatics instead of polemics regarding the whole notion of quality and what it means to be a quality–based organization. This is no one–minute manager but a thoughtful and reflective guide to action. (Michael Lissack, Director, Organization Science–Related Programs, New England Complex Systems Institute, and Editor–in–Chief, "Emergence: A Journal of Complexity Issues in Organizations and Management") "An innovative synthesis of American systems theory and Japanese TQM practice that will become the standard reference text for researchers and practitioners everywhere." (Dr. Eamonn Murphy, Director, National Centre for Quality Management University of Limerick, Ireland)
From the Inside Flap
In 1993, the world–renowned Center for Quality of Management embarked on a profoundly important six–year study of how organizations improve throughout America. The results will permanently alter thinking about what constitutes organizational excellence. Contrary to expectations, the authors found that successful systems of management differed radically. The Ritz–Carlton Hotels, for instance, couldn′t apply the prescriptions that worked so well at Teradyne, the world′s leading maker of semiconductor test devices. And at a spectacularly successful public school district, the system differed even more. Yet at the core of each was something universal and unbelievably powerful: Each organization had developed its own particular way of executing the scientific method. Each had found its own ways of gathering data, developing theories, testing the theories, and finally documenting and sharing results. Each organization′s scientific method was unique, much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable. For the first time, readers go behind the scenes at Teradyne, Hewlett–Packard, Eastman Chemical, Ritz–Carlton, Intermountain Health Care, the U.S. Navy, and Synetics, among others, to observe firsthand how they achieved their well–known successes. In Integrated Management Systems, authors Lee, Shiba, and Wood–all noted experts in integrated management and learning systems–explore the lessons learned from the CQM study. They explain how managers can create their own integrated management systems. They reveal the weaknesses that prevent effective integrated management systems from emerging in America. And they describe key ideas and tools managers can use in developing their own systems. Integrated Management Systems will be a source of inspiration and ideas for all kinds of managers and planners in for–profit and nonprofit organizations alike.