ASQ - Team and Workplace Excellence Forum

February 1998


Business And Sports, One-On-One

Measurement On The High Seas

Scientists Develop Formula For Multinational Teamwork

Part-Time Statistics For Full-Time Results

Volunteers Wanted: Must Be Team Player, Success Minded


Chasing Good Examples
by Peter Block

Individual Change Key To Org. Change
by Cathy Kramer


Brief Cases
Business News Briefs

Views for a Change

Book Review


Brief Cases
Business Briefs

All Around Success
What are the essential qualities of successful management? A survey of over 400 top executives shows that even across completely unrelated industries, the best practices of the most successful organizations are very similar. The study, conducted by Coopers & Lybrand Consulting, Arlington, Va., concluded that the following are essential to the success of an organization's change management efforts:

o Leadership: a senior management team who openly advocates and explains the argument for change to employees and customers.
o Communications: developing a communications plan that shares the vision for change with employees.
o Corporate Culture: shifting employee attitudes and behavior to embrace accountability and alignment of task to goal.
o Customer Focus: maintaining a focus on customer service and needs, no matter the extent of the change being implemented - the equivalent of "keeping your eye on the ball."

Quality, NOT Quantity
Service, training and quality managers who participated in a customer service study are not as concerned with productivity measures such as "average time spent per customer call" and "total customer calls per day." Instead, they are concerned with their service personnel satisfying and retaining customers, decreasing revision and improving accuracy. Sigma International, Inc., Oakton, Va. reports that the employees within company call centers, field forces and other departments are now functioning as customer consultants with the responsibility of providing the best possible solutions for customers' needs and concerns. The added customer obligations make service jobs more challenging, but those service professionals who measure up to the responsibilities are able to command higher salaries.

Ignoring Tools for Success
Many companies are still not taking a strategic approach to leadership development. A study by the Industrial Society, reported in the Financial Times London Edition, concluded that those companies that implement management development programs focus on leadership skills, communication skills and appraisal interviewing. However, it also indicates that about 30 percent of the participating companies neglect important issues such as employee relations, stress management and ethics/values.

February '98 News for a Change | Email Editor


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