John L. Michela

The dynamics of continuous improvement

Examines the literature to identify the essential components of kaizen or continuous improvement programmes. Relying on published sources on the North American experience with continuous improvement, also tries to identify organizational structures and practices likely to lead to successful implementation of such programmes. Distinguishes between kaizen and more radical, “strategic leap” improvement approaches, and describes the North American record of success with continuous improvement programmes. An emergent theme is that success with continuous improvement requires a wide array of systems, processes, and orientations to be congruent within the organization. Argues that the study of when, how, and why kaizen succeeds is by no means complete, and proposes a set of open research questions whose investigation is likely to be useful to both scholars and practitioners. Finally, discusses some of the ways in which the existing literature can be immediately useful for practice in organizations.

Can Vision Motivate Planning Action

IntroductionMany planning exercises today begin with visioning or they express a vision atsome stage. There are jurisdictions that actually require a vision statement in plans.There are no exact agreed-upon definitions, but generally a vision describes adesired future and can take a simple form or can require an entire, complexdocument to describe. However, there has been very little critical study or follow-up evaluation of plans to establish the efficacy of visions and to examine visioningfrom either a practice or theoretical perspective. Do visions actually exert amotivating influence? Here we preview the results from what may be among thefirst attempts to conduct controlled experimentation aimed at understandingwhether and how visions have their intended effects in planning. The experimentsfocused on how visions are communicated and acted upon and draw on a numberof theories and approaches from organizational psychology.Official plans at all levels of many organizations and governments call for theexpression of a vision. In some planning jurisdictions, for example in the UK,vision statements can be a statutory requirement (Roberts, 1996; Peel & Lloyd,2005). Very few planners have not heard of these words, but what do the termsvision and visioning really mean, where did they originate, do they actually helpus reach planning goals, and if so, how do they work?Here we set out first to describe briefly when and how visioning came intoplanning practice and what are its roots. Next we will explain what plannersseem to be doing when they undertake visioning and create visions and we willdescribe some of the problems that appear to be occurring in practice. We willthen provide some theoretical analysis that might help explain how vision andvisioning function as motivating stimuli in planning. For a better understandingof the roots of visioning practice, and for analytical approaches, we will look tothe fields of social and organizational psychology. Finally we will outline theresults from what may be among the first attempts to conduct controlledexperimentation on visioning in the planning milieu. The experiments focusedon how visions are communicated by presenters and engaged by members ofthe community receiving the communication. This work shows that seeminglyminor variations in what is presented in a vision can have a demonstrable

RESTRAINED EATING AMONG ADOLESCENTS : DIETERS ARE NOT ALWAYS BINGERS AND BINGERS ARE NOT ALWAYS DIETERS

This study examined individual differences in the relationships among 3 constructs relevant to restrained eating theory-cognitive restraint (dieting), disinhibition (binging), and hunger. Participants were 421 adolescents (158 male, 255 female, and 8 not indicated). Comparisons among subgroups based on scores on the 3 constructs indicated that there were (a) 2 types of frequent dieters-those who follow theoretical predictions and become disinhibited and those who maintain their restraint; (b) 2 types of bingers-those who engage in dieting-induced binging and those who are hungry and disinhibited; and (c) 2 types of low-hunger eaters-those who suppress their hunger and those who eat before they experience much hunger. Implications of the results for restrained eating theory are discussed.

Within the Canadian boundaries: a close look at Canadian industries implementing continuous improvement

This paper summarises the results of a survey of how Canadian firms are implementing continuous improvement (CI) programs, where CI is defined as a set of activities intended to achieve ongoing improvement in customer satisfaction, productivity, and quality. The paper first summarizes and compares certain market and organisational characteristics of survey respondents from the auto and auto parts, electronics, metals and metal‐processing, and food‐processing industries. Next, the study examines the extent to which specific CI practices are being implemented within each industry. Conclusions are presented, based on statistical analysis, on similarities and contrasts among the four industries in the extent to which they implement particular CI practices. Finally, the authors seek to provide insights into why each industry establishes its CI practices at specific levels, by relating the adoption of CI practices to the market and organisational characteristics of firms in that industry.

What constitutes a level of analysis

Purpose – This paper aims to respond to Yammarinos article in this issue on level of analysis and the US Constitution.Design/methodology/approach – This paper expands on two concepts central to levels of analysis: entity and causal process. Then additional alternative ways of conceptualizing, analyzing, and representing multi‐level organizations – beyond the organization chart – are described. A rationale for Americas use of the Electoral College is sought.Findings – The paper reveals connections among traditional notions of hierarchy (including the traditional organization chart) and contemporary social network concepts.Practical implications – Leaders and other members of social and organizational systems should be mindful of their mental representations of hierarchy, of organizational or social groupings (e.g., US States), and of social distance. These representations can influence behaviors and perceptions, including perceived fairness of procedures.Originality/value – The paper presents interesting...

Success in AMT implementation and quality enhancement: is there a link?

The fast-changing pace of the modern business environment has led many manufacturing firms to search for new ways to gain and sustain competitive advantage. As a result, new approaches such as total quality management (TQM), empowerment of customer service personnel and business process reengineering, have emerged, placing a greater emphasis on meeting the requirements of the customer. In order to implement these and other approaches, firms have looked to advances in technology and its promises of, among other things, shorter cycle times, lower costs and lower defective product rates.