"Accounting for Improvement" offers concrete and constructive
demonstrations of the possibilities of designing participative
forms of organization. Field experiment cases illustrate how the
operational level can assume a new significance in competitiveness
and strategic positioning. In this way, the relevance of the
accounting function to the improvement of productivity and quality
is restored.
Several broadly applicable lessons can be learnt, among them:
how companies can strengthen their competitive base by patient
improvement; how people with operative jobs can take command of
their work situation and improve it in quality as well as
efficiency.
New bottom-up, people-orientated, empirically-founded approaches
to decentralised participative management demonstrate a place for
individuals and teamwork in today's "lost relevance" and "smart
machine" environment.
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