High-Speed Management and Organizational Communication in the 1990s provides a unique, systematic, and practical treatment of the role communication plays in the new organizations. It treats organizational integration, coordination, and control as central communication processes and explores their transformation of traditional organizational topics such as leadership, corporate culture, teamwork, and continuous improvement programs. The central thesis of this analysis is that increasing the speed with which products get to market helps to make an organization more productive, develop better quality products, become more responsive to customer needs, and generate more profits for investors. Why and how this takes place as well as the central role communication plays in the process is treated here in detail.

High Speed Management and Organizational Communication in the 1990s: A Reader (Suny Series in Human Communication Processes)

Business & Money

King, Sarah Sanderson

Management & Leadership

State Univ of New York Pr

High-Speed Management and Organizational Communication in the 1990s provides a unique, systematic, and practical treatment of the role communication plays in the new organizations. It treats organizational integration, coordination, and control as central communication processes and explores their transformation of traditional organizational topics such as leadership, corporate culture, teamwork, and continuous improvement programs. The central thesis of this analysis is that increasing the speed with which products get to market helps to make an organization more productive, develop better quality products, become more responsive to customer needs, and generate more profits for investors. Why and how this takes place as well as the central role communication plays in the process is treated here in detail.

High-Speed Management and Organizational Communication in the 1990s: A Reader (Suny Series in Human Communication Processes)

Skills

This book provides a new understanding of the role communication plays in integrating, controlling, and coordinating high performance organizations.High-speed management is used to competitive advantage by some of the most successful organizations in the world―General Electric; Toyota; ASEA, Brown, and Boveri; Motorola; Intel; and Matsushita. In these very successful companies fast cycle time or high-speed management translates into two important organizational capabilities. First, it creates a high level of performance that management can build into a firm’s operating systems. More specifically, increases in effective communication are employed to eliminate bottlenecks, delays, and errors in production, cutting costs and improving quality. Second, high-speed management is an organizational strategy which continuously improves a firm’s integration, coordination, and control systems. It transforms all of a firm’s communication activities such as leadership, corporate climate, teamwork, worker and unit interfaces, process mapping, and outside linking processes into a more responsive customer adaptation system.

Communication and High-Speed Management (Suny Series in Human Communication Processes)

Cushman, Donald P.

Continuously Improving an Organization's Performance: High-Speed Management (Suny Series in Management-Communication)

This practical guide for managers demonstrates when, where, and how to implement significant organizational change through teamwork.

Effective communication skills: An interactional approach

Reference

Words, Language & Grammar

Kendall/Hunt Pub

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