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Bush, David H.; Dooley, Kevin J.
doi: 10.3233/hsm-1992-11403pmid: N/A
Industry spends billions of dollars a year on workplace training and development. These expenditures should become even greater in the future, with organizations embracing the management principles espoused by such leaders as W. Edwards Deming. Two of Deming's ‘Fourteen Obligations For Management’ direct management to provide more employee training and education. Companies are responding by greatly increasing expenditures on training. An example of this is Motorola, a 1988 winner of the Malcolm Baldrige National Quality Award. They have recently established ‘Motorola University’ to offer a broad range of courses to Motorola employees and suppliers. ‘Each Motorola employee from the chairman to the groundskeeper will be required to complete at least 40 hours of education annually at a cost to the company in 1990 of $60 million, excluding salary and benefits paid to workers while they attend training’ (Moskal 1990).There are a variety of approaches that are being applied as a response to training needs. This paper focuses specifically on the training and education for quality improvement efforts. Theory of knowledge, adult learning theory, the team approach and paradigm shifting are explored to understand relevant foundational theory. These factors are combined with an organization transformation process to develop a learning process approach to workplace training and education aimed at achieving an effective and efficient transformation to Continuous Improvement practices.
Bush, David H. ; Dooley, Kevin J.
doi: 10.3233/HSM-1992-11403pmid: N/A
Industry spends billions of dollars a year on workplace training and development. These expenditures should become even greater in the future, with organizations embracing the management principles espoused by such leaders as W. Edwards Deming. Two of Deming's ‘Fourteen Obligations For Management’ direct management to provide more employee training and education. Companies are responding by greatly increasing expenditures on training. An example of this is Motorola, a 1988 winner of the Malcolm Baldrige National Quality Award. They have recently established ‘Motorola University’ to offer a broad range of courses to Motorola employees and suppliers. ‘Each Motorola employee from the chairman to the groundskeeper will be required to complete at least 40 hours of education annually at a cost to the company in 1990 of $60 million, excluding salary and benefits paid to workers while they attend training’ (Moskal 1990). There are a variety of approaches that are being applied as a response to training needs. This paper focuses specifically on the training and education for quality improvement efforts. Theory of knowledge, adult learning theory, the team approach and paradigm shifting are explored to understand relevant foundational theory. These factors are combined with an organization transformation process to develop a learning process approach to workplace training and education aimed at achieving an effective and efficient transformation to Continuous Improvement practices.
doi: 10.3233/hsm-1992-11404pmid: N/A
Today, we have many organizational models enjoying considerable success within its domain of applicability, but none seems to be appropriate for managing FMS and CIM environment, because they are not structured with flexible mode. In fact, they are lagging behind the strategic requirements of new technology. The model for managing FMS and CIM has to accommodate simultaneously the increasing number of success variables/goals which are often seemingly contradictory and noncom mensurable. Specifying structural properties that facilitate the simultaneous accomplishment of multiple success variables/goals would provide the basis for managing and organizing FMS and CIM environment. This article discusses a few success variables that the new model has to accommodate and the structural properties for their accomplishment. A prototype organizational model is also presented.
doi: 10.3233/HSM-1992-11404pmid: N/A
Today, we have many organizational models enjoying considerable success within its domain of applicability, but none seems to be appropriate for managing FMS and CIM environment, because they are not structured with flexible mode. In fact, they are lagging behind the strategic requirements of new technology. The model for managing FMS and CIM has to accommodate simultaneously the increasing number of success variables/goals which are often seemingly contradictory and noncom mensurable. Specifying structural properties that facilitate the simultaneous accomplishment of multiple success variables/goals would provide the basis for managing and organizing FMS and CIM environment. This article discusses a few success variables that the new model has to accommodate and the structural properties for their accomplishment. A prototype organizational model is also presented.
doi: 10.3233/hsm-1992-11405pmid: N/A
In this paper methods and tasks of contemporary accounting research are examined in an attempt to trace desirable trends. Firstly, the methodological considerations underlying accounting are presented. Secondly, it is explained why a shift in research emphasis, and most probably in research methods, is necessary. Thirdly, the mathematical emphasis in accounting research is reexamined in relation to the Nobel prize winners and with reference to the present situation of East European countries. Lastly, the foreign exchange accounting is reconsidered within the framework of the European Economic Community developments.
doi: 10.3233/HSM-1992-11405pmid: N/A
In this paper methods and tasks of contemporary accounting research are examined in an attempt to trace desirable trends. Firstly, the methodological considerations underlying accounting are presented. Secondly, it is explained why a shift in research emphasis, and most probably in research methods, is necessary. Thirdly, the mathematical emphasis in accounting research is reexamined in relation to the Nobel prize winners and with reference to the present situation of East European countries. Lastly, the foreign exchange accounting is reconsidered within the framework of the European Economic Community developments.
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