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 have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

The knowledge-creating company

In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium.

Work Motivation Theory and Research at the Dawn of the Twenty-First Century

福祉関連職におけるMaslach Burnout Inventoryの因子構造の比較

House of Quality

This survey study examined predictors of the task performance of Korean expatriates in India, while considering their globalization status. Task performance was significantly influenced by opportun...

Task Performance of Expatriates Based on Emissary Model of Global Human Resource Strategy

This study is a comparative organizational analysis of the four subsectors of the Indian information technology (IT) industry, namely, IT service (ITS), business process outsourcing (BPO), software products services (SPS) and engineering and R&D (ER&D). The purpose of this paper is to empirically identify the cross-sectorial attributes, organizational characteristics and the talent best suited to it.,Data were collected using a qualitative research design with semi-structured interviews of 17 industry experts.,Findings suggest there are differences in the internal organization of each subsector and this influences the talent attracted toward it. ITS and BPO are perceived as customer driven sectors where technology is an enabler to facilitate smooth functioning of customer operations. Conversely, technology is the core factor that drives SPS and ER&D. Similar observations and differences in the design, environment, individual motives and competencies are identified. The study also identified the inter-relationships between organizational characteristics, task and social structures in the IT industry using Perrow’s organizational theory.,The findings identify contextual dimensions and shared patterns that exist between the subsectors. At the same time, it distinguishes each subsector in terms of observable and objective characteristics. Significantly, the study highlights the inter-relationships between technology, task, raw material, goal and social interactions. However, the authors stop short of framing hypotheses to test the relationships identified here.,This cross-sectorial study delineates between the four subsectors and provides a foundation for pursuing future investigations in the right direction. This attempt to systematically analyze and compare all the subsectors of the IT industry simultaneously is a distinctive approach. The sectorial diversity suggests a need for talent management practices that will fit the unique characteristics of each subsector.

Organizational and Talent attributes of the Indian IT industry

The purpose of this study was to test the association among occupational stress, coping strategies, mental health, physical health and job satisfaction. A paper-and-pencil survey battery comprising of five scales was completed by 360 participants. Results indicate that there is negative association between occupational stress and health (both mental and physical), also occupational stress with job satisfaction. Furthermore, there is an impact of coping strategies on the health and the attitudinal outcome (job satisfaction) of the participants. Findings convey that there exist significant differences among the dimensions of job satisfaction, relationship dynamics' is reported to be the principal dissatisfying factor. Organisations continuously demand the best performance from its employees and for this very reason, their stress levels have to be managed. Coping strategies have to be devised to manage the occupational stress so that the employees are physically and mentally fit to perform their job. In addition, employees must be aware of their stress prone areas and the coping strategies suitable for them.

A study on occupational stress and job satisfaction

Changes in Indian workforce and globalisation have resulted in an increase in heterogeneous information technology (IT) teams. Team heterogeneity has been shown to impact various team outcomes. This paper examines the impact of demographic, knowledge and underlying diversity in IT teams on various team outcomes. Data were collected from 62 software development (SD) teams and analysed using multiple regressions. The result suggests that more than other forms of heterogeneity, underlying heterogeneity in SD teams has been consistently a significant predictor of the various team outcomes and thus impacts the team effectiveness.

Impact of heterogeneity on software development teams

In recent times, survey reports on ethical infractions at workplaces and instances of fraud have shocked and disappointed the corporate world and stakeholders alike Several infractions however go unreported even in organisations which have ethical codes that offer a mechanism for reporting This raises the question as to why employees pass off infractions as being ‘all right’ at work and how such attitudes affect their willingness to report and thereby curtail infractions We posit organisational antecedents that may dissuade managers from reporting the ethical infractions of their peers and develop a moderated mediation model to explain which employees are more likely to refrain from reporting infractions, besides offering a possible solution to the problem

T.J. Kamalanabhan

Papers

Task Performance of Expatriates Based on Emissary Model of Global Human Resource Strategy

Organizational and Talent attributes of the Indian IT industry

A study on occupational stress and job satisfaction

Impact of heterogeneity on software development teams

Predicting unwillingness to report ethical infractions of peers: A moderated mediation approach