National Productivity ReviewVolume 19, Issue 3 p. 93-96 Book Review Street Smarts. Sidewalk Mitchell Duneier NewYork Farrar; Straus and Giroux, 1999 383 pages; $27.00 Earle Hitchner, Earle Hitchner Earle Hitchner has written for The Wall Street Journol, Reader's Digest, New Choices, The Oxford American, Business Week Careers, and many other publications.Search for more papers by this author Earle Hitchner, Earle Hitchner Earle Hitchner has written for The Wall Street Journol, Reader's Digest, New Choices, The Oxford American, Business Week Careers, and many other publications.Search for more papers by this author First published: 12 March 2007 https://doi.org/10.1002/npr.4040190312 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat Volume19, Issue3Summer 2000Pages 93-96 RelatedInformation
National Productivity ReviewVolume 19, Issue 3 p. 47-52 Knowledge Workers Creating high-performance product design teams Bob Carroll, Bob Carroll [email protected] Search for more papers by this author Bob Carroll, Bob Carroll [email protected] Search for more papers by this author First published: 03 January 2001 https://doi.org/10.1002/1520-6734(200022)19:3<47::AID-NPR6>3.0.CO;2-0Citations: 3AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat Abstract Because of the success of self-managed production work teams, a number of companies have tried to extend these concepts to the development of high-performance knowledge teams. They have not been successful, however, because knowledge teams are not the same as production teams; each knowledge team requires its own unique high-perfor-mance model. This article, which shows how a knowledge team model was developed for and successfully applied to a product design team, describes a process that can be used to guide the development of any high-performance knowledge team. © 2000 John Wiley & Sons, Inc. Citing Literature Volume19, Issue3Summer 2000Pages 47-52 RelatedInformation
Sidewalk Mitchell Duneier New York: Farrar, Straus and Giroux, 1999 383 pages; $27.00
Deregulation of the electric utility industry has made cultural transformation a top priority for electric utilities. Long-established cultures of stability and entitlement are being transformed to cultures of constant competitive challenge and change. A key process for driving such transformation can be the performance management system. This article tells how one of the largest electric utilities in the Midwest, Commonwealth Edison, used strategy-driven performance management to help transform key aspects of its culture from one of entitlement to one of increased individual and team accountability for results. © 2000 John Wiley & Sons, Inc.
National Productivity ReviewVolume 19, Issue 2 p. 79-82 Book Review Rambo in pinstripes. Chainsaw: The Notorious Career of Al Dunlap in the Era of Profit-at-Any-Price john A. Byrne New York, N.Y: HarperBusiness, 1999 400 pages; $26.00 Earle Hitchner, Earle Hitchner Earle Hitchner has written for The Wall Street Journal, Reader's Digest, New Choices, Business Week Careers, and many other publications.Search for more papers by this author Earle Hitchner, Earle Hitchner Earle Hitchner has written for The Wall Street Journal, Reader's Digest, New Choices, Business Week Careers, and many other publications.Search for more papers by this author First published: 12 March 2007 https://doi.org/10.1002/npr.4040190212 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume19, Issue2Spring 2000Pages 79-82 RelatedInformation
Recent productivity gains reflect past investments in information technology (IT). Yet, the demand for highly skilled IT workers may well exceed the current supply. Optimistic about the nation's ability to fill this potential skills gap and develop the organizational structures that will make efficient use of the new technologies, the authors of this article describe how the digital economy will continue to drive economic expansion. After examining workforce development needs and ways to fill the growing skills gap, they offer a four-point program for maintaining high productivity through technology management, streamlined organizational structures, distance learning, and performance measurement. © 2000 John Wiley & Sons, Inc.
With the ever more urgent need to delight their customers, organizations have realized the importance of nimbleness—the ability to succeed by responding more effectively and more efficiently than their competitors. In this excerpt from his new book, change expert Daryl R. Conner goes beyond defining the characteristics of a nimble organization and details what today's businesses must do to succeed in turbulent times. ©1998 John Wiley & Sons, Inc.
Driven by the need to adapt to a changing competitive environment, the U.S. Army Corps of Engineers, Mobile District, turned to partnering for improving outcomes in large construction projects. In 1991, the partnering process was adopted throughout the Corps as an organizationwide initiative. The five cases discussed here reveal numerous lessons learned from the successful practice of partnering. Because the use of partnering is not industry-specific, these lessons can be applied to any business or government organization. © 2000 John Wiley & Sons, Inc.
National Productivity ReviewVolume 19, Issue 2 p. 33-36 Cultural Change Paving the way for workplace creativity Irving H. Buchen, Irving H. Buchen Walden University in Minneapolis, Minnesota Comwell Consultants to Management Flanders, New JerseySearch for more papers by this author Irving H. Buchen, Irving H. Buchen Walden University in Minneapolis, Minnesota Comwell Consultants to Management Flanders, New JerseySearch for more papers by this author First published: 03 January 2001 https://doi.org/10.1002/1520-6734(200021)19:2<33::AID-NPR5>3.0.CO;2-KAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onEmailFacebookTwitterLinkedInRedditWechat Abstract Innovation is increasingly being recognized as the means to ensure future survival and growth. Properly introduced and managed, it can even stir the workforce and create a culture change that is rigorous and resilient. There are three stages in preparing the way for innovation: launching the initiative, priming the flow, and monitoring and sharing the feedback. Overzealous chief executive officers and managers who believe creativity can be controlled, directed, and accelerated need to understand the nature of the process. ©2000 John Wiley & Sons, Inc. Volume19, Issue2Spring 2000Pages 33-36 RelatedInformation
Targeting is a core leadership competency. Yet, many business leaders fail to achieve their stated goals and objectives. This article reveals the most common causes of failed business goals and shows how to overcome them by conducting a simple monthly review. Leaders can use a few simple standardized procedures to dramatically improve the reliability of the targeting process. © 2000 John Wiley & Sons, Inc.
Manufacturing organizations have a tremendous opportunity to obtain a competitive advantage through the alignment of their training programs with organizational strategic goals. Yet, few manufacturing organizations are able to achieve a competitive advantage through organizational learning. In this article, the author details a comprehensive model for aligning corporate strategic goals with the everyday training and education sessions that occur within the organization. Besides laying the groundwork for strategic advantage, implementing a Learning Requirements Planning (LRP) process should especially appeal to manufacturing organizations, because it uses the same logic and structure as much of the manufacturing software on the market today.
Although much has been written about how self-managed teams are much more effective than traditional work groups, almost nothing has been written as to why they are more effective. As this article explains, the very way a self-managed team operates leads to greater improvements in quality and speed than are possible in a traditional command-and-control structure. © 1998 John Wiley & Sons, Inc.
Chainsaw: The Notorious Career of Al Dunlap in the Era of Profit-at-Any-Price John A. Byrne New York, N.Y.: HarperBusiness, 1999 400 pages; $26.00
Throughout North America, human resource functions are being challenged by their internal business customers to better meet customer needs while lowering costs. This article shows how a human resources function can be redesigned to maximize value for business customers while increasing productivity. Offering vital lessons for improvement, it also calls on human resources professionals to create an exciting future for the HR function. © 1998 John Wiley & Sons, Inc.
To understand how a cooperative organization carries out its strategic planning process, it is necessary to analyze the aspects that differentiate it from a noncooperative entity. This article discusses the mission and corporate values of the Mondragón Cooperative Corporation in Spain, as well as its organizational structure and functional operations. It concludes with a description of its corporate strategic planning process and the current version of the plan. © 2000 John Wiley & Sons, Inc.
The data-gathering and data-retrieval capabilities of today's information technology seem ideally suited to the record-generating and record-keeping demands of performance measurement. But are they really? As this article points out, if performance measurement is important to an organization, then it should be designed with the aim of facilitating it. Furthermore, organizational leaders need to realize that exploiting the potential of information technology (IT) to measure performance is not an easy task. © 2000 John Wiley & Sons, Inc.
Good leaders are not born but evolve in reaction to a number of environmental variables. Research on leadership development clearly shows that leaders change and develop at different rates as they mature based on life and career experiences. This article discusses a recent study to identify leadership best practices for executives in industries and companies that are experiencing significant change. © 2000 John Wiley & Sons, Inc.
The ruthlessly competitive business environment and profound modifications in the nature of work in organizations continue to spur the search for ever more efficient and effective management of human resources. A formal and structured relationship between a mentor and a protégé represents an alternative approach, or an original addition, to traditional training and career management. This article clarifies the concept of mentoring, describes its relevance in the current organizational environment, explains how to manage this learning process, and suggests a set of criteria for evaluating a formally defined mentoring relationship. © 1999 John Wiley & Sons, Inc.
In the twenty-first century, organizations will face a host of challenges, ranging from the environment to technology. As this article explains, the key to business growth and success lies in updating old-fashioned decision-making skills that will enable organizational leaders to confidently handle the complex and interrelated issues that affect their performance and sustainability. © 2000 John Wiley & Sons, Inc.
If we hope to create sustainable, regenerative success for ourselves, our businesses, and our communities, our thinking about the nature of organizations—their missions, and their potentials—has to escape the hold of gravity and the linear, mechanical universe. We must extend our imaginations beyond the pale of the familiar. We must brave the unknown. ©2000 John Wiley & Sons, Inc.
