Brian Lehaney

Beyond Knowledge Management

Providing a combination of the conceptual and practical aspects of knowledge management, this book demonstrates how this management approach can be effectively used. Everyday examples are provided to encourage its practical application within organizations.

A systemic view of organisational change and TQM

While total quality management (TQM) has been widely applied in the management of change, and is likely to remain a priority into the next century, failure rates at times above 75 per cent give cause for concern. The study on which this paper is based has reviewed TQM as an approach to change management. Four interrelated classifications of organisational change are presented: change as structure (or “functional change”), process, values, or power distribution. Of these, it is contended, TQM adequately addresses only process change, with incidences of failure closely correlated to the application of process‐based TQM techniques in change contexts characterised by structure, values or power. This study suggests that, for TQM to be applied successfully, either an approach is required which adequately addresses all types of change context (a so‐called “systemic” approach), or its application needs to be restricted to those contexts where process dominates.

A critique of BPR from a holistic perspective

Business process reengineering (BPR) is widely applied. However, its high failure rates give much cause for concern and call for more research, thus future BPR programmes might be implemented more successfully. Reports on one such research programme. Based on a holistic perspective, it critiques BPR as an approach to change management, in which four types of organisational change are classified: change in process, structure, culture, or power distribution. They are often seen to be interrelated, thus the management of the interaction is central. BPR, it is argued, is powerful in addressing process change, but incapable of dealing with other types of organisational change. Suggests that if BPR is to be applied successfully, either its usage needs to be restricted to change situations where process dominates, or a holistic approach is needed to help address adequately change situations where different types of organisational change are surfaced.

Simulation modelling for resource allocation and planning in the health sector

This paper provides a review of the use of simulation for resource planning in the health sector. Case examples of simulation in health are provided, and the modelling prob lems are explored. The successes and failures of simulation modelling in this context are examined, and an approach for improving the processes, and outcomes, by the use of soft systems methodology, is suggested.

Knowledge Management Primer

The discipline of Knowledge Management (KM) is rapidly becoming established as an essential course or module in both information systems and management programs around the world. Many KM texts pitch theoretical issues at too technical or high a level, or presenting a only a theoretical prescriptive treatment of knowledge or KM modeling problems. The Knowledge Management Primer provides students with an essential understanding of KM approaches by examining the purpose and nature of its key components. The book demystifies the KM field by explaining in a precise, accessible manner the key concepts of KM tools, strategies, and techniques, and their benefits to contemporary organizations. Readers will find this book filled with approaches to managing and developing KM that are underpinned by theory and research, are integrative in nature, and address softer approaches in manifesting and recognizing knowledge.

Implementing Six Sigma in Saudi Arabia: An empirical study on the fortune 100 firms

This paper presents the results of a survey that gathered evidence regarding the current status of Six Sigma adoption and implementation in Saudi Arabia. Although Six Sigma has become the focus of business for a quarter of a century, the philosophy has not gained the same attention in developing countries. Moreover, little academic research has been carried out on the extent of Six Sigma implementation in these countries. The study focuses on Six Sigma implementation among the fortune 100 manufacturing and service firms in Saudi Arabia since they represent the most important organisations operating in the country and could serve as an indicator for the extent of Six Sigma adoption. The results indicate that the rate of Six Sigma implementation is less than 32% of respondents. Reasons behind Six Sigma implementation, popularity of Six Sigma compared with other similar initiatives, Six Sigma implementation success factors, tools and techniques used, level of training, barriers and impediments in the implementation and benefits gained from implementation are investigated and compared with the literature. Moreover, the findings suggest that there is no significant difference in the level of most of Six Sigma practices between manufacturing and service firms which asserts that service firms recognise Six Sigma and are using it to boost performance

Modelling Patient Flow in a Radiotherapy Department

This paper reports the development of a simulation model of the radiotherapy department of Walsgrave Hospital and shows the results of experiments conducted using the model. In the radiotherapy department a key target is the number of days from the time that the consultant refers the patient to the department to the date that the patient receives their first treatment. Many factors can affect this time and this project has attempted to identify and quantify the effects of these factors. Initial discussions were held to provide a framework for the study. These discussions were followed by a series of visits to the department to observe the way in which it operates and to interview staff in each of the main areas of work. Following this a flow diagram of the department was produced. This was used as a basis for the development of a computer simulation model which represents the way in which a patient moves through the department, from referral by a consultant, to the planning of the treatment, to the treatment itself, and finally discharge from the hospital. A series of experiments was used to evaluate the effects of changes to the input to the model, the number of resources in the model and the way in which the department operates. Finally, recommendations are made for future work to develop the model further and suggestions are made for its application.

Some UK and USA comparisons of executive information systems in practice and theory

This study draws on relevant literature from Europe and the USA to show that there have been a number of reported failures of Executive Information Systems (EISs) in practice over the last decade. Design concerns, such as data access, ease of use, and graphical presentation, have been emphasised, but there is no consensus in the literature as to what may be critical to EIS success. The results of a survey of UK executives is used to suggest that the central focus of EIS design and implementation should be on the scanning of corporate external environmental information and the provision of meaningful strategic information.

Towards systemic management of diversity in organizational change

This article: Reflects critically upon the approaches to managing organizational change. It is argued that current approaches are normally single-method-led, dominated by reductionism and isolationism. Reviews how contemporary systems thinking manages methodological diversity, to inform managing organizational change. Develops a systemic framework, which includes a classification of four ideal types of diversity and four approaches in organizational change. Copyright

Total systems intervention and human inquiry: The search for a common ground

Total Systems Intervention (TSI) is an approach to intervening in problem situations which has much to offer where complex interacting issues need to be addressed by the complementary use of intervention methodologies. That such an approach has much in common with Action Research (AR) has been recognized, with much recent effort being devoted to the relationship between AR and Critical Systems Thinking (CST), the theoretical endeavor underpinning TSI. This paper further develops this line of debate and relates AR or Human Inquiry (HI) more directly to TSI, using an information systems intervention to enhance the study. The outcome is a demonstration of how TSI implicitly uses techniques informed from the field of Action Research, and how a more thorough synthesis of HI with TSI might serve to improve the overall intervention process.