Showing papers in "Industrial Management and Data Systems in 1988"
TL;DR: There appears to be no one best method of performance appraisal but there are certain common elements in all effective methods as discussed by the authors, such as clear performance goals, quantified levels of performance must be clear, personal rewards should be tied to organisational performance, supervisor and employee should identify ways to improve the latter's performance and implement a plan together, feedback should be provided to the appraiser, and the system must comply with all legal requirements.
Abstract: There appears to be no one best method of performance appraisal but there are certain common elements in all effective methods — clear performance goals, quantified levels of performance must be clear, personal rewards should be tied to organisational performance, supervisor and employee should identify ways to improve the latter's performance and implement a plan together, feedback should be provided to the appraiser, and the system must comply with all legal requirements.
17 citations
TL;DR: A survey was conducted in India to try to understand the factors that affect the productivity of Indian organisations as discussed by the authors, where the perceptions of managers were sought and it is believed that more productive organisations would result from involving managers in the creation, design and maintenance of systems.
Abstract: A survey was conducted in India to try to understand the factors that affect the productivity of Indian organisations. The perceptions of managers were sought and it is believed that more productive organisations would result from involving managers in the creation, design and maintenance of systems. Productivity is interpreted as creating maximum welfare for the maximum number of employees.
8 citations
TL;DR: In this article, a review of the applicability of scientific management concepts in a small business setting is presented, and their applicability in the context of failure of small businesses is explored.
Abstract: Small businesses are vital for a nation's economic well being. In recent years, the rate of the failure of small businesses has been on the rise. These failures have been attributed to a number of factors, including a lack of implementation of scientific management concepts in their operations. These concepts are reviewed and their applicability in a small business setting explored.
8 citations
TL;DR: The change in perceived function of Information Technology (IT) within business, from a reactive service for middle management to a creator of strategic advantage, is one of the more visible management issues of the moment as discussed by the authors.
Abstract: The change in the perceived function of Information Technology (IT) within business, from a reactive service for middle management to a creator of strategic advantage, is one of the more visible management issues of the moment. Alongside this, however, is an equally important shift in the perceived relationship between IT and business, which is manifest in the growth of Facilities Management (FM). This service is described, as well as the reasons for its increasing popularity, its applicability and how it compares with developments in other functional areas. It is argued that FM is one of the keys to strategic IT change and, as such, should take its rightful place within the planning process.
7 citations
TL;DR: In this paper, the authors present the views of a number of practising managers in large manufacturing enterprises on the issue of interdepartmental conflict and suggest that the essence of the problem is limited managerial effectiveness and a paucity of mutual interdepartmentsal understanding.
Abstract: Interdepartmental conflict is a vital but frequently underrated cause of organisational inefficiency and sub‐optimal performance. The views are presented of a number of practising managers in large manufacturing enterprises on the issue of interdepartmental conflict. Managers' comments are reported in the following categories: personality of managers, communication, objectives and interdepartmental priorities and perspectives. The comments indicate the prevalence of interdepartmental conflict, and suggest that the essence of the problem is limited managerial effectiveness and a paucity of mutual interdepartmental understanding.
6 citations
TL;DR: The employment trend of working at home with computers in the United Kingdom is investigated, covering what computer homeworking is, who is involved, the form it takes and the types of organisations that have shown interest in it as discussed by the authors.
Abstract: The employment trend of working at home with computers in the United Kingdom is investigated, covering what computer homeworking is, who is involved, the form it takes and the types of organisations that have shown interest in it. Information is then provided concerning the extent of the growth in homeworking, and why there has not been the explosion of computer homeworking — as might have been expected as a result of the technological opportunities offered by the microcomputer — is explained.
5 citations
TL;DR: In this article, the authors analyzed the causes of low product quality in developing nations by examining the background factors influencing the setting up of import substitution industries and showed that the restrictions placed on imports to safeguard local industries have contributed to the development of monopoly industries in developing countries.
Abstract: Consumers in developing countries often complain that the quality of locally manufactured consumer goods is far below their expectations. The general remedies suggested to improve product quality are to adopt the latest quality control concepts that are being applied in more industrialised countries. However, few attempts have been made to understand the underlying causes of low product quality in developing economies. This article analyses the causes of low product quality in developing nations, first of all by examining the background factors influencing the setting up of import substitution industries. Shortcomings in the education policies in developing economies are identified, which have created a shortage of personnel qualified to perform the required quality management functions. It is also shown that the restrictions placed on imports to safeguard local industries have contributed to the development of monopoly industries in developing countries. In the analysis the quality assurance mechanism is considered to be made up of two separate components; one purely the internal quality assurance mechanism and the other, which takes into consideration the influence of external parameters. The internal mechanism is considered a static situation, where the quality levels are fixed on the short term and the main task is to ensure that internal resources are efficiently utilised to ensure compliance to the standards set. The external mechanism represents the dynamic situation, where the quality standards themselves are changed periodically, based on customer evaluation of product quality and competitor influence. The models developed show clearly that perfect competition is a key determinant in the quality assurance process and under conditions of monopoly this natural mechanism breaks down and product quality suffers.
5 citations
TL;DR: In this paper, the authors provide comprehensive guidelines for establishing a computer-based manufacturing information system (CBMFIS) and so improve the chances for success in the use and development of such a system.
Abstract: Computer‐integrated manufacturing (CIM) or flexible manufacturing systems (FMS) are widely publicised as the operational mode for the “factory of the future” These systems are centred on a computer‐based manufacturing information system (CBMFIS) that contains all product‐related and process‐related data. Successful design and implementation of a reliable information system requires a close integration of a broad range of managerial, technical and behavioural issues. Such a model is presented and its components identified. Critical elements of each component are identified and analysed within the context of the manufacturing environment. This presentation should provide comprehensive guidelines for establishing a CBMFIS and so improve the chances for success in the use and development of such a system.
4 citations
CACI1
TL;DR: Market analysis has established its usefulness in many businesses and represents a major advance in marketing methodology as mentioned in this paper, and market analysis unifies and integrates marketing activity in a way that has previously proved elusive.
Abstract: Market analysis has established its usefulness in many businesses and represents a major advance in marketing methodology. Computer power generates an information system of enormous importance to the marketer. Market analysis unifies and integrates marketing activity in a way that has previously proved elusive.
4 citations
TL;DR: In this paper, the evolution and types of barriers to trans-border data flow are described and their immediate impact on the telecommunications industry and possible ramifications for world trade in general are assessed.
Abstract: Due to the economic and strategic importance of telecommunication services, as well as projected growth rates in the information industries, countries have adopted policy restrictions on transborder data flows (TBDF) both into and out of their countries. The reasons for these measures include privacy concerns, national security and the competitiveness of national industries. The short‐term effects on multinational industries have been an increase in data processing costs and a loss of efficiency. Although trade has not yet been restricted in the long‐term, it is possible that trade, particularly in services, will be severely affected. The evolution and types of barriers to transborder data flow are described and their immediate impact on the telecommunications industry and possible ramifications for world trade in general are assessed.
4 citations
TL;DR: An overview of the state‐of‐the‐art of office automation systems is presented, aimed at making the office administrator aware of the transformation currently taking place in the practice of office management caused by the computer revolution.
Abstract: This article attempts to present an overview of the state‐of‐the‐art of office automation systems. It is aimed at making the office administrator aware of the transformation currently taking place in the practice of office management caused by the computer revolution.
TL;DR: In this article, it is suggested that return on investment is not the best measure of success in IT and gives an alternative measure by linking the investment to achievement of business objectives, and explodes one or two myths about IT.
Abstract: A growing number of leading management consultants are highlighting from their work the link between investments in information technology and successful business performance. Whilst many senior executives have taken this message to heart and have invested heavily in IT, they are frustrated by the seeming lack of progress and escalating costs in their information services operations. Some rules of thumb for the “non‐technical” senior executive by which he or she can measure whether the technology investments being proposed are the right solutions are given. It is suggested that “Return on Investment” is not the best measure of success in IT and gives an alternative measure by linking the investment to achievement of business objectives. In the process, it explodes one or two myths about IT.
TL;DR: In this article, the authors present case studies that show that OA projects often create problems and that O&M receives the blame, and propose a new kind of manager that combines technological skills with an understanding of business.
Abstract: How should Office Automation (OA) be introduced? Organisation and Methods (O&M) often get the task but are not well equipped to do so. Case studies show that OA projects often create problems and that O&M receive the blame. O&M staff need to adopt a proactive role. The growth in information technology demands a new kind of manager — one who combines technological skills with an understanding of business.
TL;DR: This article examines the challenges of reducing the development time while increasing the quality of new information systems and suggests methods of how management can facilitate the implementation of structured methodologies for system development.
Abstract: The challenge of reducing the development time while increasing the quality of new information systems is becoming more urgent with the growing demands on data processing (DP) services. Structured methodologies for system development provide a means to improve stagnant DP professionals' productivity, overcome communication problems and reduce the risks of systems failure. These methodologies can only be implemented with active management participation and changes in the roles of users and DP professionals. In this article we examine the above issues and suggest methods of how management can facilitate the implementation of these methodologies.
TL;DR: In this article, the authors focus on four primary factors for organisational excellence and leadership strategies, namely, product quality, exceptional service, commitment, and commitment of people within the organisation.
Abstract: Organisational excellence and leadership strategies are of primary importance to successful international business firms today. The keys to organisational excellence focus on four primary factors. First, the firm must take good care of its customers via superior product quality and exceptional service. Second, the firm must constantly innovate. Third, there must exist committed people within the organisation. Fourth, effective managerial leadership must be exercised to connect the other three. Effective managerial leadership is, in turn, reflected in four major strategies: attention through vision, meaning through communication, trust through positioning, and confidence through respect. The management of attention through vision helps to create a focus for the organisation. The creation of meaning through communication involves the capacity to relate a compelling image of a desired state of affairs. Trust through positioning is reflected in managers who make themselves known, and make their positions clear. Confidence through respect is achieved by managers who reflect a positive self‐regard and who are able to bring out the best in others through the inducement of a positive other‐regard.
TL;DR: To introduce a new member successfully, a team should consider the interviewing and hiring process, the gradual introduction of the person to the team work, and the fact that the new person needs to understand the goals of the team.
Abstract: Practical means are provided of integrating a new team member into an effective team. To be effective, teams must manage goals, roles, processes and relationships. Goals need to be held in common and be quantifiable. Roles of members need to be clearly stated for the process to be managed. The leader needs to be accepted, the decision‐making responsibilities need to be clear and communications need to be effective. The team members need to be able to work together and handle difficulties in the relationships. To introduce a new member successfully, a team should consider the interviewing and hiring process, the gradual introduction of the person to the team work, and the fact that the new person needs to understand the goals of the team.
TL;DR: In this article, the authors argue that managers need to be accepted as human beings with already developed patterns of operating and they need assistance to change those patterns, which is not easily achieved through the methods employed.
Abstract: Management development methods have changed since the 1970s. Crucial learning involves the changing of assumptions and beliefs — not easily achieved through the methods employed. Managers need to be accepted as human beings with already developed patterns of operating and they need assistance to change those patterns. Learning approaches can work which do not begin with the assumption that learning means giving things to the learner.
TL;DR: In this article, the use of computer technology and computer integrated manufacturing are examined as possible solutions to the competitiveness crisis in the United States, and major technical and behavioural problems are presented in the conclusions.
Abstract: The United States has been a dominant force in industrial and economic affairs worldwide. Recently, this dominance has eroded to a point which concerns most US manufacturers. What has happened to the US dominant position in manufacturing? Why has this competitiveness crisis emerged? This crisis is analysed the use of computer technology and computer integrated manufacturing are examined as possible solutions to the crisis. Final remarks concerning the major technical and behavioural problems are presented in the conclusions.
TL;DR: In this article, the major features and potential applications of experiment design are outlined in a non-technical language for the appreciation of managers, as well as some of the potential applications.
Abstract: Efficient techniques of information collection and analysis are essential to all quality and productivity improvement studies. Most established concepts of quality control are passive in nature, intended more for the maintenance of the status quo than for purposeful changes. Statistical experiment design methodologies constitute an active approach which can provide the kind of understanding of process and product characteristics that is needed for managing changes during design and manufacture. Systematic planning of data collection and analysis by these methodologies is a prerequisite for the attainment of higher productivity, as it enables the investigator to identify and evaluate important variables quickly, replacing the conventional single‐variable procedures by a far more efficient approach. The major features and potential applications of experiment design are outlined in a non‐technical language for the appreciation of managers.
TL;DR: In this article, five key steps which everyone needs to deal with to be effective in team problem solving are presented in the SADIE model, and the success of any manager is dependent on his/her ability to develop effective teamwork amongst the individuals who report to him/her.
Abstract: The success of any manager is dependent on his/her ability to develop effective teamwork amongst the individuals who report to him/her. Effective managers develop both technical and interpersonal team management systems. Problem solving in groups is always a major issue. Five key steps which everyone needs to deal with to be effective in team problem solving are presented in the SADIE model.
TL;DR: In this paper, the authors discuss the practical difficulties facing managers who decide to venture into the field of expert systems and suggest a methodology for handling knowledge acquisition for expert systems, and suggest that the users of the system must be involved in its design and evaluation.
Abstract: There are many practical difficulties facing managers who decide to venture into the field of Expert Systems. They will have to cope with both technological and human problems. Care must be taken in choosing the application, software house, hardware and software. A company may decide to build an Expert System in‐house, in which case it will need the right sort of Knowledge Engineer(s). The system must be of obvious benefit to the user otherwise it will fail. Knowledge Acquisition for Expert Systems is difficult, but possible if handled properly. The users of the system must be involved in its design and evaluation and a methodology for doing so is suggested. Managers can no longer pay lip service to the concept of user involvement in the design and implementation of new technology.
TL;DR: Copystatic as discussed by the authors is a management information system for organizations involved in field service and repair, which was developed in-house by Copystatic Ltd. After nine years of development and £2 million of investment, the system, known as Copystatic software, is now the market leader in the field service information system market.
Abstract: Copystatic Ltd entered the photocopying sales and maintenance market‐place in tire early 1970s, going through a boom and then a price war. In order to stay in business, the company took the decision to offer customers added value in the form of quality field service, or “uptime”. It recognised a need to have more effective control over its servicing activities and it was decided that a computer system would be the only effective solution. Consultants were commissioned to locate suitable software, but none existed, so the company was forced to develop the system in‐house. After nine years of development and £2 million of investment, the system, known as Copystatic software, is now the market‐leading management information system for organisations involved in field service and repair. During the early part of 1987, Copystatic was awarded BS 5750 certification from the British Standards Institution for excellence in customer engineering services. Without a computer system to control such a vast service opera...