The new edition of the Chartered Management Institute's Open Learning Programme has been updated to include the latest management concepts and methodologies. It includes current management concepts, the changing legal framework in which managers operate and the impact of technology in the work environment. The scope of the workbooks has been broadened to enable more generic and stand-alone use of the materialsEach workbook has a new introduction that places the subject area within the context of the managerial role and the end of each section now has a learning summary.The final summaries from the first editions have been replaced with a section entitled Toolkits for Busy Managers that includes links to other workbooks in the series, links to relevant BH / CMI textbooks, further reading, website addresses, and trade journalsUser & mentor guides are now a downloadable resource from BH website. Front Cover......Page 1 Improving Competitive Advantage......Page 4 Copyright Page......Page 5 Contents......Page 6 Series overview......Page 8 What is quality?......Page 12 The principles of TQM......Page 14 Quality management: how it succeeds, why it fails......Page 21 Learning summary......Page 25 References......Page 26 Quality is everyone’s responsibility......Page 28 Empowerment......Page 30 Training......Page 32 Quality improvement groups......Page 33 Learning summary......Page 37 Reference......Page 38 Introduction......Page 40 Business processes......Page 41 Why manage processes?......Page 45 So where do you start?......Page 49 Getting organized for process improvement......Page 51 Process mapping......Page 55 Who knows, who cares, who can?......Page 56 Putting it on paper......Page 58 Learning summary......Page 69 Into the workplace......Page 70 References......Page 71 Streamlining......Page 72 More challenging possibilities......Page 75 Different outputs?......Page 79 A clean slate......Page 82 Learning summary......Page 84 References......Page 85 Why measure?......Page 86 What do you measure?......Page 88 When do you measure?......Page 90 Who measures?......Page 91 Collecting and using the information......Page 92 Benchmarking......Page 96 Learning summary......Page 100 References......Page 101 People matter......Page 102 Bringing people on board......Page 105 Supporting people through change......Page 106 Motivation and incentives......Page 108 Conflict of interests?......Page 109 Roles and responsibilities......Page 111 Cultural congruence......Page 114 Into the workplace......Page 116 References......Page 117 A strategic approach to health and safety......Page 118 A pro-active approach to health and safety......Page 127 A personal approach to health and safety......Page 133 Learning summary......Page 135 Into the workplace......Page 136 Appendix A. The quality gurus......Page 138 Information toolbox......Page 146 Includes the management concepts, the changing legal framework in which managers operate and the impact of technology in the work environment. Enabling more generic and stand-alone use of the materials, each workbook has an introduction that places the subject area within the context of the managerial role. Updated to include the latest management concepts and methodologies, the new editions of the Chartered Management Institute's workbooks have a broader scope and a new section of links to other reading and resources This section of the workbook gives you an overview of total quality management (TQM) and the philosophy of continually striving to make improvements.
