According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

How to Do Things With Words

物件導向軟體之架構(Object-Oriented Software Construction)探討

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

A prevalent and pervasive view of designing is that it can be modeled using variables and decisions made about what values should be taken by these variables. The activity of designing is carried out with the expectation that the designed artifact will operate in the natural world and the social world. These worlds impose constraints on the variables and their values; so, design could be described as a goal-oriented, constrained, decision- making activity. However, design distinguish- es itself from other similarly described activities not only by its domain but also by additional necessary features. Designing involves exploration, exploring what variables might be appropriate. The process of explo- ration involves both goal variables and deci- sion variables. In addition, designing involves learning: Part of the exploration activity is learning about emerging features as a design proceeds. Finally, design activity occurs within two contexts: the context within which the designer operates and the context produced by the developing design itself. The designer’s perception of what the context is affects the implication of the context on the design. The context shifts as the designer’s perceptions change. Design activity can be now characterized as a goal-oriented, con- strained, decision-making, exploration, and learning activity that operates within a con- text that depends on the designer’s percep- tion of the context.

Design Prototypes: A Knowledge Representation Schema for Design

A century ago, Taylor published a landmark in the organisational sciences: his Principles of Scientific Management. Many researchers have elaborated on Taylor’s principles, or have been influenced otherwise. The authors of the current paper evaluate a century of enterprise development, and conclude that a paradigm shift is needed for dealing adequately with the challenges that modern enterprises face. Three generic goals are identified. The first one, intellectual manageability, is the basis for mastering complexity; current approaches fall short in assisting professionals to master the complexity of enterprises and enterprise changes. The second goal, organisational concinnity, is conditional for making strategic initiatives operational; current approaches do not, or inadequately, address this objective. The third goal, social devotion, is the basis for achieving employee empowerment as well as knowledgeable management and governance; modern employees are highly educated knowledge workers; yet, the mindset of managers has not evolved accordingly. The emerging discipline of Enterprise Engineering, as conceived by the authors, is considered to be a suitable vehicle for achieving these goals. It does so by providing new, powerful theories and effective methodologies. A theoretical framework is presented for positioning the theories, goals, and fundamentals of enterprise engineering in four classes: philosophical, ontological, ideological and technological.

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The discipline of enterprise engineering

Process Modeling.- On the Nature of Business Rules.- Process Flexibility: A Survey of Contemporary Approaches.- Subsuming the BPM Life Cycle in an Ontological Framework of Designing.- Information Gathering for Semantic Service Discovery and Composition in Business Process Modeling.- Collaboration and Interoperability.- Challenges in Collaborative Modeling: A Literature Review.- A Petri-Net Based Formalisation of Interaction Protocols Applied to Business Process Integration.- Enterprise Architecture.- Competencies and Responsibilities of Enterprise Architects.- Interoperability Strategies for Business Agility.- Towards a Business-Oriented Specification for Services.- Model Transformation and Simulation.- Automated Model Transformations Using the C.C Language.- Improvement in the Translation Process from Natural Language to System Dynamics Models.- Developing a Simulation Model Using a SPEM-Based Process Model and Analytical Models.- Formal Modeling and Discrete-Time Analysis of BPEL Web Services.

Advances in enterprise engineering I

In order to achieve and maintain an optimal fit between business processes (BPs) and business process support systems (BPSs), both need to be understood thoroughly and coherently Moreover, to benefit fully from the potentials of modern information and communication technology (ICT), the deep structure that lies behind the surface structure of BPs should be understood The Ψ-theory, which is only summarized in this paper, provides the basis for such an understanding of BPs and BPSs as well as for some other basic notions In particular, the notions of design and engineering and of architecture and ontology will be addressed The conclusion is that these notions can consistently and coherently be related to each other, on the said theoretical basis, such that the concurrent (re)design and (re)engineering of BPs and BPSs can be performed more effectively

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Basic notions regarding business processes and supporting information systems

Companies are more and more focusing on their core competencies, outsourcing business tasks to their business partners. In order to support collaboration between business partners, adequate information systems need to be built automating inter-organizational business processes. The bases for such information systems are business components combining software artefacts from different vendors to applications which are individual to each customer. The crucial factors in identifying and building reusable, marketable and self-contained business components are the appropriateness and the quality of the underlying business domain models. This paper therefore introduces a process for the identification of business components based on an enterprise ontology, being a business domain model satisfying well defined quality criteria.

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Identifying Business Components on the Basis of an Enterprise Ontology

Companies are more than ever participating in so-called value networks while being confronted with an increasing need for collaboration with their business partners. In order to better perform in such value networks information systems supporting not only the intra- but also the inter-enterprise business processes are necessary in order to enable and ease collaboration between business partners. Therefore, they need to be interoperable. As the basis for building these information systems the concepts of enterprise ontology and business components are very promising. The notion of enterprise ontology, as presented in this paper, is a powerful revelation of the essence of an enterprise or an enterprise network. Reusable and self-contained business components with well-defined interaction points facilitate the accessing and execution of coherent packages of business functionality. The identification of business components, however, is still a crucial factor. The reported research seeks to improve the identification of business components based on the ontological model of an enterprise, satisfying well-defined quality criteria.

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Antonia Albani

Papers

The discipline of enterprise engineering

Advances in enterprise engineering I

Basic notions regarding business processes and supporting information systems

Identifying Business Components on the Basis of an Enterprise Ontology

The benefit of enterprise ontology in identifying business components