From TQM to Six Sigma and the Balanced Scorecard, there appears to
be no end to the "revolutionary" approaches proposed to improve
business performance. However, on closer inspection, most new
performance improvement approaches offer few differences from their
predecessors.
This thought-provoking book provides a critical perspective on
the management of performance improvement initiatives by relating
major theories to practical examples from a wide range of
organizations. Baxter and MacLeod analyze ideas on performance
improvement and discuss how these concepts might not make any
impact on organizations, using cases as diverse as
telecommunications, cement manufacturing, a major airport, and an
economic development organization. In their critique of popular
performance improvement "innovations," the authors highlight the
possible damage to organizations they can cause. In response to
prevailing performance improvement practices, the authors put forth
the concept of repair as a way to rescue these efforts. Working
from the authors' extensive research, they present alternative
perspectives on improvement that shifts forward the stagnant
debates on these processes.
Offering a needed alternative perspective and real insights into
the process of implementing performance improvements, this book
will prove invaluable to advanced students and MBAs studying
quality, performance improvement, operations management, and
HRM.
Lynne F. Baxter is Senior Lecturer in Management Information
Systems at The York Management School.
Alasdair MacLeod is an Honorary Research Fellow at Heriot-Watt
University.
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