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Anderson, John C.; Dooley, Kevin J.; Misterek, Susan D.A.
doi: 10.3233/hsm-1991-10403pmid: N/A
Profound knowledge, as espoused by W. Edwards Deming, is a much-needed and sought-after element in the workings of continual improvement within business organizations. This paper explores the concept of profound knowledge, first by seeing how Deming's use of the term interacts with concepts behind his 14 points to management, and then by expanding the concept of profound knowledge to a broader perspective. Profound knowledge is presented as the requisite intelligence needed to implement the scientific method, or the PDSA cycle, for continual improvement of quality. The paper draws upon the fields of cognitive psychology, statistical and scientific theory, organizational behavior and theory, and systems theory in forming its conclusions.
Anderson, John C. ; Dooley, Kevin J. ; Misterek, Susan D.A.
doi: 10.3233/HSM-1991-10403pmid: N/A
Profound knowledge, as espoused by W. Edwards Deming, is a much-needed and sought-after element in the workings of continual improvement within business organizations. This paper explores the concept of profound knowledge, first by seeing how Deming's use of the term interacts with concepts behind his 14 points to management, and then by expanding the concept of profound knowledge to a broader perspective. Profound knowledge is presented as the requisite intelligence needed to implement the scientific method, or the PDSA cycle, for continual improvement of quality. The paper draws upon the fields of cognitive psychology, statistical and scientific theory, organizational behavior and theory, and systems theory in forming its conclusions.
doi: 10.3233/hsm-1991-10404pmid: N/A
This paper will explore the prevailing system of management in the West, one which has discouraged individual initiative. The results are decreased innovation and a reduction in applied technology.To restore motivation, innovation and joy in work and learning, a transformation of management is essential. This transformation requires application of a system of profound knowledge and an understanding of processes and statistics. Areas of understanding include system optimization, statistical variation and losses resulting from tampering.Additioanally, the transformation requires that management must comprehend human behavior, cultural forces, and motivational techniques as well as the process of change.
doi: 10.3233/HSM-1991-10404pmid: N/A
This paper will explore the prevailing system of management in the West, one which has discouraged individual initiative. The results are decreased innovation and a reduction in applied technology. To restore motivation, innovation and joy in work and learning, a transformation of management is essential. This transformation requires application of a system of profound knowledge and an understanding of processes and statistics. Areas of understanding include system optimization, statistical variation and losses resulting from tampering. Additioanally, the transformation requires that management must comprehend human behavior, cultural forces, and motivational techniques as well as the process of change.
doi: 10.3233/HSM-1991-10405pmid: N/A
It has often been argued that social accounting has been a new dimension of the science of accounting. This paper shows that social accounting has been a natural development of human resource accounting. It examines, therefore, the societal utilisation of corporate human resources from an accounting point of view; it describes the underutilised so far concept of human capital budgeting; it analyses the major problems (of social, mainly, nature) in implementing human resource accounting systems and eventually it synthesizes all the above towards a revival of human resource accounting interest for a more managerial utilisation of its recent developments.
doi: 10.3233/hsm-1991-10405pmid: N/A
It has often been argued that social accounting has been a new dimension of the science of accounting. This paper shows that social accounting has been a natural development of human resource accounting. It examines, therefore, the societal utilisation of corporate human resources from an accounting point of view; it describes the underutilised so far concept of human capital budgeting; it analyses the major problems (of social, mainly, nature) in implementing human resource accounting systems and eventually it synthesizes all the above towards a revival of human resource accounting interest for a more managerial utilisation of its recent developments.
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