推行TQM与提高建筑施工质量

质量是建筑施工企业在激烈的市场竞争中立于不败之地的基础。推行全面质量管理 (TQM )是提高建筑产品质量的有效保证。TQM要求全体员工都要参加质量管理 ,并且贯穿建筑产品工程施工和保修服务的全过程 ,要求企业从上层到中层和基层管理者全力以赴抓质量 ,努力提高管理水平     

Declared versus actual organizational culture as indicated by an organization's performance appraisal

This study examines the incompatible aspects of the declared and actual organizational norms as cultural aspects. Data were drawn from a performance evaluation conducted in a large multinational pharmaceutical organization. The selected evaluation dimensions are based on the publicly articulated behavioral norms stated by top level management. The empirical model partially supported the hypothesis. Two predictors, intrinsic normative motivation dimensions and professional behaviors, showed some overlap between the declared and the actual evaluative behavior norms. One implication of this study is that organizations should make a substantial effort to instil their desired vision and norms among their members.     

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.     

企业高管团队整合领导力提升的行动学习模式

讨论了高管团队整合领导力及其与企业绩效的关系，分析了企业高管团队整合领导力运行机理，应用系统工程理论方法，构建了企业高管团队整合领导力系统运行模型。概括总结了行动学习原理以及研究理论，指出了企业高管团队整合领导力提升的关键要素，在此基础上，应用经验学习循环和群体动力学理论方法，构建了基于行动学习的高管团队整合领导力培育“3循环”学习模式。从而，为企业高管团队整合领导力的培育与提升提供了一点粗浅的新思路和方法。     

质量管理体系中最高管理者的作用及其审核

简述了最高管理者在质量管理体系中的作用，提出了在质量管理体系审核中对最高管理者的审核思路和方法。     

A physical examination of health care's readiness for a total quality management program: a case study

Initiating a total quality management (TQM) effort can be a time-consuming and costly effort for a hospital. Perceptions of management and employees are important in initiating TQM because people function as if perceptions are fact. Assessing these perceptions and determining the levels of readiness or resistance to change are important steps in reducing costs, thus increasing organizational ability to address proactively challenges to the implementation and ultimate success of a TQM effort. Key assessment criteria are discussed including a comparison of management and employee perceptions in one hospital.     

Conflict Management for Effective Top Management Teams and Innovation in China*

abstract Top management teams may be critical for developing organizations that can keep abreast of marketplace changes and innovate. Several streams of strategy research have argued that conflict and diversity promote top management team effectiveness. This study proposes that how top management teams manage conflict can greatly contribute to their effective leadership of organizational innovation. A total of 378 executives from 105 organizations in China completed measures of conflict management (cooperative, competitive, and avoiding) and productive conflict (an outcome of conflict). Separately, 105 CEOs from these firms indicated their team's effectiveness and their organization's innovativeness. Results support the theory that conflict management can contribute to making top management teams effective. Structural equation analysis suggests that cooperative conflict management promotes productive conflict and top management team effectiveness that in turn result in organizational innovation. These results, coupled with previous research, were interpreted as suggesting that cooperative conflict management is an important contributor to effective top management teams even in the collectivist culture of China.     

Organizational Causes and Strategic Consequences of the Extent of Top Management Team Replacement During Turnaround Attempts

Researchers have argued that top management team changes are an important force spurring change at declining firms. Yet, studies find that top executives at some firms are able to avoid being replaced even though their firms perform poorly. Also, despite support from numerous case analyses, there is little systematic evidence that replacing top managers leads to substantial organizational change at declining firms. In this study, we examine these issues by looking at levels of top management team replacement at a sample of declining firms attempting turnarounds. We find that top management team replacement levels vary with the presence of inertial or change-creating forces within firms. In particular, reduced levels of top management team replacement occur during turnaround attempts at large firms and those that have followed the same strategic orientation for a long period of time. Meanwhile, increases in outsider control of the board are associated with increased levels of replacement. We further find that higher levels of top management team replacement are associated with greater changes in firm competitive strategy and firm structure and controls during turnaround attempts. Overall, our findings show that organizational-level forces play an important role in top management and strategic change processes at declining firms.     

Corporate environmental non‐reporting – a UK FTSE 350 perspective

Until relatively recently the majority of large publicly listed UK companies have not produced annual environmental reports. Of particular note is the slow take‐up of environmental reporting amongst the UK's top 350 companies, the FTSE 350. Using the results of a postal questionnaire, the reluctance of a majority of the FTSE 350 to voluntarily report is linked to 13 drawbacks. Results from non‐reporting respondents to the questionnaire allowed the relative importance of these drawbacks to be placed in a ranked order. Senior management doubt over the advantages of reporting was shown to be the most important drawback, closely followed by the effort required for data collection. A comparison in the uptake of corporate environmental management practices (other than reporting) was also made amongst reporters and non‐reporters. Reporters were shown to have a generally higher level of uptake, although company sector type and size was influential on environmental engagement overall. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

When much is not better? Top management compensation,board structure,and performance in Spanish firms

Previous empirical results reveal several contradictions when relating top management compensation, board structure and levels of performance. While fewer directors and more external directors are associated with better supervision, there is no agreement on the effect on top management compensation level. This lack of consensus is even more noticeable when analyzing the effect performance. This paper offers a theoretical framework and a panel data methodology based empirical study to account for how earlier analyses have differed. Given the large board dimension in the Spanish market, information processing perspectives are confirmed which positively link board size with higher top management compensation. Similarly, a higher proportion of external directors reduces top management compensation levels since it improves supervision and reduces insiders' power. Finally, a quadratic relation is obtained between performance and top management compensation. This relation explains a positive effect, supported by agency theory on performance at low levels of management compensation, and a negative effect which is consequence of higher managers' discretion at high levels.     

Top management leadership,employee empowerment,job satisfaction,and customer satisfaction in TQM organizations: an empirical study

Top management leadership and employee empowerment are considered two of the most important principles of total quality management (TQM) because of their assumed relationship with customer satisfaction. As a result, many top management leadership and employee empowerment strategies and practices have been suggested in the management literature. However, few studies have been done to test this assumed relationship and determine which of these strategies and practices may be most effective in bringing about the intended results. This study surveyed organizations that have adopted TQM to determine the relationship between top management leadership, employees' empowerment, job satisfaction, and customers' satisfaction. The results reveal positive correlation between top management leadership, employee empowerment, job satisfaction, and customer satisfaction. Employee empowerment and improved levels of job satisfaction are facilitated by top management leadership and commitment to the TQM goal of customer satisfaction by creating an organizational climate that emphasizes total quality and customer satisfaction. Effective strategies for achieving employee empowerment and job satisfaction, together with top management leadership roles in a TQM environment, are identified and discussed.     

企业高管团队高效运作的影响因素及对策探讨

高管团队作为核心决策群体已成为企业的重要战略资源,高管团队的良好运作是企业稳定和发展的关键。本文在分析企业高管团队特征的基础上,概括出影响高管团队运作效率的主要因素,包括团队的结构组合、规模、权力分配、凝聚力、成员的人力资本价值方面。要提高企业高管团队的运行效率,一方面,需要借鉴现有研究成果,有针对性地对团队人员结构、规模、权力进行合理设计;另一方面,必须建立科学有效的沟通机制、激励机制,以改善企业高管团队的运行质量。     

Quality improvement and top management in nursing homes

This study examines how the demographic characteristics of the top management team in 236 nursing homes can affect the adoption of QI techniques. Tenure, education, and involvement in a professional society are the demographic characteristics investigated. Controlling for 13 organizational and environmental factors, the results show both aggregate levels and dissimilarity in educational experience and professional involvement of the top management team have a significant effect on the likelihood of a home adopting QI. We discuss these results in terms of their significance for nursing homes and top management.     

Whistle‐Blowing and Incentives in Firms

Whistle‐blowing is an important mechanism of corporate governance. We show that whistle‐blowing has negative effects on productive efficiency by undermining the incentives within a corporate hierarchy. In our model, a top manager intends to overreport earnings; a division manager may have evidence about the intended overreporting. We show that the division manager is more likely to have such evidence when the performance of his own division is low. Top management may offer a bribe to prevent the manager from blowing the whistle. This provides the division manager with an additional payoff when his division’s output is low. Therefore, potential whistle‐blowing undermines the division manager’s incentives to exert effort, which results in a less efficient outcome.     

设备承包商最高管理者在核电项目质量管理中的作用

本文对有关法律、法规、标准中与最高管理者相关条款进行归纳和分析,提出核电设备承包商最高管理者应采用的质量管理方法,为同行了解或解决核电项目相关或类似问题提供参考。     

Equilibrium Principal‐Agent Contracts: Competition and R&D Incentives

We analyze competition between firms engaged in R&D activities and market competition to study the choice of the incentive contracts for managers with hidden productivity. Oligopolistic screening requires extra effort/investment from the most productive managers: under additional assumptions on the hazard rate of the distribution of types we obtain no distortion in the middle rather than at the top. The equilibrium contracts are characterized by effort differentials between (any) two types always increasing with the number of firms, suggesting a positive relation between competition and high‐powered incentives. An inverted U curve between competition and absolute investments can emerge for the most productive managers.     

ISO10014：2006《质量管理——财务与经济效益实现指南》——企业最高管理者的助手

ISO10014：2006《质量管理——财务与经济效益实现指南》是一项针对最高管理者的国际标准，这一标准将质量管理与财务和经济效益有机联系起来，旨在为管理者提供质量管理的信息与知识，帮助管理者通过有效的质量管理实现良好的财务与经济效益。     

高管认知、高管任期与战略变革的关系综述

随着全球化的出现,企业面临复杂多变的外部环境,高层管理团队成员的认知以及任期影响到企业的生存发展问题,本文对高管认知、高管任期与战略变革关系进行综述,并指出了未来的研究方向。     

高管团队异质性与企业战略变革

高层管理团队在企业战略管理中发挥着决定性作用,是企业战略变革的关键因素之一。高层管理团队异质性会对团队的内部沟通、凝聚力以及决策的效率和质量产生影响,最终对企业的战略变革产生影响。本文首先对国内外高管团队异质性的相关研究进行文献综述,在此基础上提出高层管理异质性对战略变革的影响取决于高管团队能否达成战略变革共识。战略变革共识的达成则要求高管团队整合和利用异质性带来的资源丰富性,并且正确处理团队冲突。     

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity

Research on strategic decision making has considered advice‐seeking behaviour as an important top management team attribute that influences organizational outcomes. Yet, our understanding about how top management teams utilize advice to modify current strategies and pursue exploratory innovation is still unclear. To uncover the importance of advice seeking, we delineate between external and internal advice seeking and investigate their impact on exploratory innovation. We also argue that top management team heterogeneity moderates the impact of advice seeking on exploratory innovation. Findings indicated that both external and internal advice seeking are important determinants of a firm's exploratory innovation. In addition, we observed that top management team heterogeneity facilitates firms to act upon internal advice by combining different perspectives and developing new products and services. Interestingly, heterogeneous top management teams appeared to be less effective to leverage external advice and pursue exploratory innovation.