TQM and BPR: beyond the beyond myth

Article Abstract:

It is generally assumed in the popular management literature that the TQM (total quality management) and BPR (business process re-engineering) movements are the two latest expressions of an increasing sophistication in management techniques and principles. Following this logic it only is a matter of time before they will be superseded by yet another management innovation. This paper aims to explode this 'beyond' myth by exposing the underlying logic of TQM and BPR implementation patterns in two case companies. Empirical findings will be related back to critical approaches to the study of TQM and BPR. Concrete suggestions as to how to move beyond the quick fix managerial mode will be proposed. Our approach is intended to provide a counterweight to the unreflective discourse surrounding TQM and BPR by breaking open the naturalness of this discourse. It supplies a few landmarks for managers and researchers to take a step back, hesitate, and reflect on the phenomenon of planned organizational change. (Reprinted by permission of the publisher.)

Reengineering (Management)

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Management by panacea: accounting for transience

Article Abstract:

The cyclical nature of much consultant-led activity designed to improve managerial effectiveness is explored through three consultant-driven approaches to organizational improvement - management by objectives, organization development and total quality management. Such packaged programmes seem to proceed through phases of high enthusiasm and much activity followed by a period of disillusionment, to be replaced by the next stage panacea. An attempt is made to offer some explanation of the transitory nature of much managerial activity which is believed to lie fundamentally in cultural and psychodynamic phenomena. Such an analysis may provide some clues to the search for remedial steps which might be taken to find more enduring ways to bring about increased managerial effectiveness in organizations, although by the very nature of our diagnosis we remain pessimistic. (Reprinted by permission of the publisher.)

Organizational change, Management by objectives

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Hoshin Kanri: policy management in Japanese-owned UK subsidiaries

Article Abstract:

The Japanese management style used in Japanese-owned subsidiaries in the United Kingdom is examined. This style, known as Hoshin Kanri, focuses on putting total quality management practices into daily operations management, using goals to to motivate and involve employees.

United Kingdom, Foreign Operations Analysis, Japan, Foreign corporations, Business expansion, Japanese (Asian people), Industrial management, Foreign operations (Business), Japanese in United Kingdom

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