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Essay / Research Paper Abstract
An 8 page research paper which examines how this management technique is changing the way the U.S. does business. This concept blurs the lines between management and employees, empowers employees, and involves them in the success and productivity of the company. Many U.S. companies regard it as their best means for keeping a competitive edge. Bibliography lists 6 sources.
Page Count:
8 pages (~225 words per page)
File: D0_Workgrup.rtf
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Unformatted sample text from the term paper:
expected to fulfill these roles while following company policy-thinking was profoundly discouraged. American industry has realized that this model for business fails to utilize what could be considered its
greatest asset-its employees. New management strategies have grown out of this realization and these management strategies continue to evolve changing the way business is done in this country in the
process. The intensely competitive nature of todays marketplace creates the sometimes all-too obvious need to support and serve customers as faster product development forces continual reviews of company practices, procedures
and management systems (Frohman, 1995). Traditional vertical command-and-control structures which have emphasized specialization by function have all but decayed and no longer fit the needs of todays environment. Corporate
tactics such as downsizing, rightsizing, consolidation, etc. have not only not yielded positive results-they have helped to shape the realization that employees must be utilized, not just eliminated (Frohman, 1995).
Once this was accepted by management, the direction to take was obvious because it had already been implemented by the Japanese for quite sometime. TQM, Deming, and the
evolution of U.S. management systems After World War II, Deming and others showed the world that there was a better way as the Japanese embraced the principles of Total Quality
Management (TQM). Demings management theories emphasized worker involvement, goal-setting, and communication over competition (Wertheimer, 1993). Demings techniques were not tried in the U.S. until the late 1970s with Ford Motor
Company being one of the first U.S. companies to implement his philosophy. But others quickly followed suit and the business world began to evolve. Today, companies are turning to
the concept of self-directed work groups to aid productivity in todays competitive marketplace. Such groups empower employees to take more responsibility and make decisions in areas which traditionally have been
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