Literaturnachweis - Detailanzeige
| Autor/in | Armel, Donald |
|---|---|
| Titel | Achieving Continuous Improvement: Theories that Support a System Change. |
| Quelle | (1997), (4 Seiten)
PDF als Volltext kostenfreie Datei |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| Schlagwörter | Administrative Organization; Change; Information Theory; Management Teams; Organizational Development; Performance Technology; Problem Solving; Strategic Planning; Systems Analysis |
| Abstract | Focusing on improvement is different than focusing on quality, quantity, customer satisfaction, and productivity. This paper discusses Open System Theory, and suggests ways to change large systems. Changing a system (meaning the way all the parts are connected) requires a considerable amount of data gathering and analysis. Choosing the proper starting point can be critical to the success of the total change process. Change can begin with: the top management team; a pilot project that works within the current system; ready subsystems and hurting subsystems; the reward system; training and education; or creating a critical mass in the employment population to be receptive to change. All events, processes, problems, and successes are integrally linked to each other. Parts of organizations cannot be taken out like parts of machines, repaired or replaced, and then put back in. In theory, the dynamic effect of relationships and events will eventually reach every aspect of an organization. (SWC) |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
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