ASU Continuous Improvement Resources

The following is a sampling of the resources available for check out by Arizona State University faculty and staff in the Human Resources Employee Development Library located in the Agriculture Building, Room 172.

Books

Applying the Deming Method to Higher Education for More Effective Human Resource Management (2 copies)
Miller, R. I. (ed.) (1991). Washington, D. C.: The College and Personnel Association.
This book endeavors to apply and adapt Dr. Deming's management system to higher education. Some individuals say that higher education has very little to learn from managerial practices of business and industry, while others contend that post secondary institutions should be run more like businesses. Both extremes are simplistic and miss the mark of this book. This book sets out to learn how Deming might benefit the management and operation of American colleges and universities.

Applying Quality to Education
Politi, J. J. (1995). Maryville, MO: Prescott Publishing.
This book describes quality initiatives being implemented in Missouri educational institutions. A complete school district, an urban K-12 school, a small rural middle school, and three state universities (one an engineering school,) outline their strategies and discuss their progress in implementing quality.

Baldridge for the Baffled
Honeywell, Inc. (1996).
The point of this book is to present an integrated system for managing your total business. The book begins with the theoretical principles of how a business creates value and offer real-life examples from successful companies. Then, it proposes a framework for understanding how the principles actually apply to managing a business. The framework is the Baldrige Criteria. You can use Baldrige for the Baffled with current Malcolm Baldrige National Quality award criteria to conduct an open-book test of your organization.

Better, Faster, Cheaper
Hurson, K., E. Musselwhite, C. Perrin, J. H. Zenger. (1993).
This is an essay excerpt from Zenger-Miller's new book Leading Teams: Mastering the New Role. This excerpt address the challenges that many companies are encountering due to the lack of money to pay the price for resources and efficiency. Instead, many companies are reaping huge operational benefits by shifting traditional management duties to teams, frequently of non-managers. Close-to-the-action employees often know more about customers and work processes than more distant mangers ever could. This is a profile of how and why these teams often perform certain "management work" better, faster, and cheaper than mangers ever did.

Benchmarking: Action Plans & Legal Issues
Bureau of Business Practice. Waterford, CT: Simon and Schuster.
Benchmarking is the process of identifying the highest standards of excellence for products, services, or processes, and then making those improvements necessary to reach those standards, commonly called "best practices. This book examines benchmarking in Baldrige Award Winners and Product and Service companies. Furthermore, it examines globally competitive benchmarking as well as the legal and ethical issues surrounding this process.

Beyond Certainty: The Changing Worlds of Organizations
Handy, Charles. (1996). Boston, MA: Harvard Business School Press.
In vintage Handy style, the author offers pearls of wisdom and truths about work and organizational life. He advocates compromise as the path to progress and urges organizations to give more freedom to individual employees in order to maintain balance between commitment and creativity. Beyond Certainty is a book to dip into, enjoy, and share with colleagues and friends.

Blueprints for Continuous Improvement: Lessons from the Baldrige Winners
Hodgetts, R. M. (1993). New York: AMA Membership Publications Division.
This book gives readers an inside look at the firms that have earned the Malcolm Baldrige National Quality award, given to American firms that are judged the best in the nation. This management briefing also examines the strategies, tools and techniques used by companies that have won Baldrige in recent years. The focus is on explaining common approaches that characterize these efforts, while also highlighting the uniqueness of each company's strategy.

Business as Unusual: The Handbook for Managing and Supervising Organizational Change
Pound, R. and P. Pritchett. (1988). Dallas, TX: Prichett & Associates, Inc
Read Business as Unusual for the 27 guidelines on managing organizational change. Discover how to: ride "close herd" on transition and change, rebuild morale, pass out "psychological paychecks", re-recruit your good people, take care of the "me" in issues and be a change agent. Also, learn more on how to avoid falling into the common traps during times of change and transition.

Charting the Journey to Higher Service/Quality
Clemmer, J. (1993). San Jose, CA: Achieve International, A Division of Zenger-Miller, Inc
Charting the Journey to Higher Service/Quality is an essay excerpt from Achieve International. Although the payoffs for service/quality are immense and the basic concepts are simple, turning well-intentioned rhetoric into actual practice is proving to be difficult for many organizations. This excerpt outlines four common "dysfunctional assumptions" made about the organization and it's improvement process, and then offers a new paradigm needed for sustaining continuous service/quality improvement.

Continuous Improvement Implementation System:
Council for Continuous Improvement. (1992). New York: Jones Reilly & Associates, Inc.

CV
• Continuous Improvement Implementation System: Team Facilitator's Handbook
  
• Continuous Improvement Implementation System: Team Leader's Handbook
  
• Continuous Improvement Implementation System: Team Member's Handbook
  
• Continuous Improvement Implementation System: c Control Charts, Instructor' Kit
  
• Continuous Improvement Implementation System: np Control Charts, Instructor's Kit
  
• Continuous Improvement Implementation System: p Control Charts, Instructor's Kit
  
• Continuous Improvement Implementation System: X & R Control Charts, Instructor's Kit
  
• Continuous Improvement Implementation System: Cause & Effect Workshop
  
• Continuous Improvement Implementation System: Data Collection Workshop
  
• Continuous Improvement Implementation System: Graphs Workshop
  
• Continuous Improvement Implementation System: Histograms Workshop
  
• Continuous Improvement Implementation System: Pareto Charts Workshop
  
• Continuous Improvement Implementation System: Process Flow Workshop
  
• Continuous Improvement Implementation System: Using and Interpreting Control Charts Workshop
  

Culture Shift: The Employee Handbook for Changing Corporate Culture (3 copies)
Pritchett, P. (1993). Dallas, TX: Prichett & Associates, Inc.
Our rapidly changing world calls for a culture with quicker reflexes, more speed, agility and flexibility. The future requires a shift to new responses. It's time to change the way we handle change. This Handbook reshapes the way we view common change agents while challenging it's readers to do what works.

Developing Administrative Excellence: Creating a Culture of Leadership
Lewis, P. H. and S. A. McDade. (Eds). (1994). San Francisco, CA: Jossey-Bass Publishers.
Leadership development programming can significantly strengthen a college or university by fostering a team approach to solving institutional problems, by increasing the effectiveness and effeciency of it's human resources, and by creating a ready pool of qualified professionals for middle-and senior-level positions. For these goals to be successfully realized, however, leadership programming should be fully integrated into the life of the institution. The aim should be to create a culture of leadership. This volume of New Directions for Higher Education is intended to inspire thinking about how such a culture of leadership can be created.

Developing Indicators
Intel Corporation. (1993).
Defining an appropriate indicator set is an integral part of Management by Planning, Intel's system for planning and operating its business. This guide is designed to help you develop the best customer-focused indicators for your plan item, wherever it falls on the MBP continuum. You'll learn a systematic method for clarifying what is important, how to measure it, and what to do to improve in the direction of your goals. In addition, you can also use the method described in this guide to measure and improve your ongoing business activities and ensure they are directly related to your customers' satifaction.

Dr. Deming; The American Who Taught the Japanese About Quality
Rafael Aguayo (1990) New York, NY Fireside of Simon & Schuster Inc.
Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese coporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household mane in his own country. The lessons he has to teach Amrican business are more urgent than ever.

The Employee Handbook for Organizational Change
Pound, R. and P. Pritchett. (1990). Dallas, TX: Prichett & Associates, Inc.
If you try to ignore the situation, change will slam into you and knock you off balance. Getting angry won't make it go away-in fact, temper typically makes things worse. Wishful thinking is a waste of time too, so don't sit around thinking and talking about the "good old days" witht the hope they'll return. You can't even run away from it, because there is no place you can run that's beyond the range of change. Authors Pritchett and Pound provide four ways in which one can address the issues of change and instability, primarily focussing on myth vs. reality.

Employee Involvement Teams: Leading Facilitating Manual
Association for Quality and Participation. (1988). Cincinnati, OH: General Electric Company
This manual guides those who are leading or facilitating a team to achieve the steps involved in problem solving. The material in the manual is intended to be used in conjunction with the videotapes that demonstrate each stage of problem solving (problem collection, problem selection, problem-cause analysis, solution selection, trial implementation, implementation and tracking).

Enlightened Leadership; Getting to the Heart of Change
Ed Oakley and Doug Krug (1991) Key to Renewal Inc.
Based on the authors' work with top companies such as Hewlett-Packard and BellSouth, Enlightened Leadership is a practical program managers can use to create "change-friendly" environments that will foster the continuous innovation businesses need to stay ahead in today's competitive world

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Ensuring the Success of Self-Directed Work Teams
Berrey, C. and L. Moran. (1993). San Jose, CA: Zenger-Miller, Inc.
Deciding as an organization whether to pursue a self-directed work team (SDWT) strategy requires painstaking research and analysis. Yet once the decision has been made to proceed, many people are at a loss as to where to begin.
For many years, Zenger-Miller and its strategic consulting division, Achieve International, have tracked the questions implementors most frequently ask about self-directed work teams. This paper presents brief answers to 40 of those questions. The primary goal of this paper is to provide a quick reference tool for SWDT implementors. At the same time, prove itself useful to executives, managers, supervisors, and workers.

The Ethics of Excellence
Pritchett, P. (1991). Dallas, TX: Prichett Publishing Company
The ethics you live out as you go about your work can provide the foundation for excellence. The high callaber organization is, after all, merely a reflection of its people. This handbook by Price Pritchett, Ph.D is designed to help people acheive excellence by approach, methodology and most importantly, ethics. At the completion of this book the reader will understand the importance of "going the extra mile" and the development of high, ethical standards.

Firing Up Commitment During Organizational Change: A Handbook for Managers
Pritchett, P. (1994). Dallas, TX: Prichett & Associates, Inc.
You must manage to the moment...bring what's missing..repair what change has damaged or destroyed. And you need to move quickly, because high-velocity change puts heavy demands on the organization. You need people who invest themselves fully in their work, people who deliver dramatic results.
The 14 guidelines in this handbook explain how you can counter the chilling effects of change. Follow this coaching, and watch job committment heat up immediately. This your change to create fire!

First Things First: To Live, to Love, to Learn, to Leave a Legacy
Covey, S. R. et al. (1994). New York, NY: Simon & Schuster, Inc.
To get the most out of this material requires that you become involved with it in a deep way-to be willing to examine your life, your scripts, your motives, your "first things," and what your represent. This material can empower you to close the gap between what's deeply important to you and the way you spend your time. Also, this material can help you escape the tyranny of the clock and rediscover your compass. This compass will empower you to live, learn, and leave an great and enduring legacy...with joy.

Helping Your Organization Gear Up for Self-Managing Teams
Glaser, R. (1991). King of Prussia, PA: Organization Design and Development, Inc.
With more and more organizations considering, experimenting with, or even converting to self-management teams, it is time to let more people in on the secrets of this new organizational design. This article is about how you might help your organization to gear up for the most important change of the 1990's. If you are already a part of this "new" approach to teamwork, you and your colleagues may be able to help the process along by understanding more about self-imaging teams and how they are likely to influence your job in the future.

High Velocity Culture Change: A Handbook for Managers (2 copies)
Pound, R. and P. Pritchett. (1993). Dallas, TX: Prichett & Associates, Inc.
The blend of lecturettes, group and individual discovery excercises, and open discussion give participants a well-rounded grasp of the case for culture change. Managers are coached on specific techniques they can use immediately to drive culture change in their part of the company.
Participants learn how everybody plays one of the "3-D roles" in culture change - default, defiance, or design. Compelling data is presented on the power of change-adaptive cultures, with focus on acheiving the three key traits: Corporate Athleticism, Market intimacy and Innovativeness.

High Performing Colleges, Vol. 1
Seymour, D. et al. (1996). Maryville, MO: Prescott Publishing.
The chapters in this volume describe a broad range of issues surrounding the Malcolm Baldridge National Qualtiy Award, from a detailed discussion of its role as an institutional assessment tool to its relationship with current accreditation practices. This volume is scholarly in tone and substance. Individual authors explore the literature in their own respective areas and build arguments to reinfore their views; often, institutional experiences are used to substantiate or build upon their conclusions.

High Performing Colleges, Vol. 2
Seymour, D. et al. (1996). Maryville, MO: Prescott Publishing.
The chapters in this volume are different in both substance and style, than the chapters in Volume One. Prescriptive in orientation, Volume Two emphasizes the practical application of Baldridge to a college or university. There are no citations; there are many reccomendations. In effect, this volume extrends the discussion beyond the mere advocacy of a Bladridge approach to reflective practice. The question now becomes: How can we do it? The Answer, can be found in this volume's three parts: Application and Evaluation, Implementation and Research, and the Appendix.

Tools for Quality Improvement: Idea Generation, Leader's Guide.
Sarazen, J. S. (1993). Watertown, MA: American Management Association.

Ideas Into Action
Brown, M. and A. Gee. (1993). London, England: Melrose Film Productions Ltd.
This video and guide is intended to simulate the creative thinking process and innovation at work. It aims to help people recognize how narrowly they tend to think and prompt them to free themselves from the largely self-imposed limitation of their thinking. By suggesting various specific techniques it also aims to indicate how they might actually set about breaking down these barriers and expanding their creative thought processes.
Ultimately, Ideas into Action is intended to encourage the viewer to come up with good, practical ideas for new or improved products and services, processes and procedures that customers (both external and internal) really want - and to put those ideas into action.

Implementing TQM in Higher Education
Cornesky, Robert et al. (1991). Madison, WI: Magna Publications, Inc.
As America moves into the next millennium, that fear of change must give way to a new quest for excellence, if America is to retain its position as a world leader in scholarship and teaching. In Implementing Total Quality Management in Higher Education, authors Robert Cornesky, Sam McCool, Larry Byrnes and Robert Weer offer administrators a concise approach to the various theories of total quality and the tools necessary to implement those theories at post-secondary institutions of higher education.

Innovating America
Jordan, F., S. Lawson. New York, NY: Ford Foundation.
Innovating America was created to publicize the stories of eight innovations in both state and local government. The aim of these stories is to help ensure that information about these innovations is widely available to public servants and citizen across the country. Readers are encouraged to borrow and adapt approaches that they can use in their respective fields.

In Search of Excellence: Lessons from America's Best-Run Companies
Peters, T. J. and R. H. Waterman. (1982). New York, NY: Warner Books.
To discover the secrets of our "native art," Thomas Peters, an alumnus of the management and consulting firm of McKinsey & Company who runs his own consulting firm, and Robert Waterman, now a director of McKinsey, studied forty-three successful American companies. Some of these organizations, such as Johnson & Johnson and Proctor & Gamble, are in high technology ; some, such as Delta Airlines and McDonald's are in services. Shared by all of them are eight basic principles of management - action-stimulating, people-oriented, profit-maximizing practices-that are readily transferable. Here they are, amply illustrated with anecdotes and examples from the experiences of the best-run companies to make them accessible and practical for you to use.

Just Because You've Formed A Team...
Team Management Briefings Portland, OR: Moran Publishing Company. 1-800-722-9221.

Leading Self-Directed Teams: A Guide to Developing New Team Leadership Skills
Fisher, K. (1993). New York, NY: Mc Graw-Hill, Inc.
Business Week, Fortune, and the Wall Street Journal are praising self-directed work teams as the cutting edge of corporate mangement. Yet managers and supervisors in virtually every industry and organization are wondering what role they play in this new work paradigm, and are asking themselves, " How am I supposed to manage a self-managing team?"
Now, Leading Self-Directed Work Teams clears away the confusion surrounding SDWT leadership by explaining what team leaders are and how they differ from conventional supervisors. It delivers the step-by-step guidance for getting off the endagered species list and bcoming tommorrow's expert team leader. You'll find detailed examples of how such progressive companies as Kodak, Apple, Proctor & Gamble, and Xerox are using SDWTs today to transform personnel into a creative and highly competitive workforce. And you'll discover hundreds of time-tested ideas for developing crucial skils that accelerate team leader effectiveness and facilitate group decision making, problem solving, and information gathering.

Looking at Work Horizontally
Hurson, K., J. Lantham,. L. Moran. (1996).
Looking at work horizontally: Straightforward answers to 30 executive questions about reengineering, process management, strategic goals, continuous improvement, teams, and employee involvement. San Jose, CA: Zenger-Miller, Inc..

Managing Projects in Organizations: How to Make the Best Use of Time, Techniques and People. (desk copy JG)
Frame, J. Davidson. (1987) San Francisco, CA: Jossey-Bass Inc.
In this revised second edition of Managing Projects in Organizations, the author presents a readable, accessible presentation of project management principles. This edition encompasses product, engineering, and service-based organizations and has been updated to cover developments in software, outsourcing, quality, and related issues.

Managing the Total Quality Transformation
Berry, T. H. (1991). New York, NY: Mc Graw-Hill, Inc.
Managing the Total Quality Transformation is a pioneering resource that answers the clarion call for an exceptionally complete, easy-to-follow action plan which can help to reverse the downward spiral of poor quality in both service and manufacturing businesses. This quality improvement resource pulls together and integrates the essential strands of the various total quality management philosophies. It arms readers with a complete operational strategy for designing, implementing, and sustaining a comprehensive quality process that will optimize long term profitability, competitive position,and market share.

Marketing Services: Competing Through Quality
Berry, L. L. and A. Parasuraman. (1991). New York, NY: The Free Press, A division of Macmillan, Inc.
Excellent service is the foundation for service marketing, contend Leonard Berrry and A. Parasuraman in this companion volume to Delivering Quality Service. Building on eight years of research, the authors develop a model for understanding the relationship between quality and marketing in services and offer dozens of practical insights into ways to improve services marketing. They argue that superior service cannot be manufactured in a factory, packaged, and delivered intact to customers. Though an innovative service concept may give a company initial edge, superior qualtiy is vital to sustaining success.
Filled with examples, stories, and insights from senior executives, Berry and Parasuraman's new framework for effective marketing service contains the key to high performance services marketing.

Memory Jogger Plus (2 copies)
Brassard, M. (1989). Methuen, MA: GOAL/QPC.
The Memory Jogger Plus+ helps you to prevent expensive, time consuming plan revisions and create plans that work. It was the first English publication on the "new" tools and methods that were being used by Japanese companies to extend the quality practices to non-manufacturing areas. The Memory Jogger Plus+ is the most in-depth resource that GOAL/QPC publiushes on the Seven Mangement and Planning (7MP) Tools and is reagrded as the definitive resource book on these tools. This indespensible"how to" resource is for coaches, facilitators, and instrctors that need in-depth guidance on the 7MP tools. Step-by-step instructions and illustratios guide the used through each part of tool construction. It also provides a complete case study on the use of the tools.

Memory Jogger Plus, Facilitator Guide
Brassard, M. (1991). Methuen, MA: GOAL/QPC and Amatulli & Associates, Inc.
The Facilitator's Guide makes it easier than ever to use the Memory Jogger Plus+ as a key resource in your effective training efforts. Users will get teams to better use the Seven Management and Planning Tools so that they can acheive the objectives they've set for themselves and the organization. Also, the videotapes in each of the Seven Mangement and Planning Tools combine narrative information with examples of teams using each tool to address a specific issue. Excerpts from interviews with executives at various organizations who are currently utilizing the tools are included to further illustrate the positive impact the tools have on an overall TQM program.

Memory Jogger, Project Management; A Pocket Guide for Project Teams.
Martin, Paula and Karen Tate, PMP (1997). Salem, NH: GOAL/QPC.
The Project Management Memory Jogger is the best project management resource for you and everyone in your organization. This book describes in nontechnical, clear language a process for managing projects that all project teams can follow. This pocket guide applies to all types of projects and can be used by anyone participating or leading a project, from the most advanced to the novice.

A New Alliance: Continuous Quality and Classroom Effectiveness
Wolverton, M. (1994). ASHE-ERIC Higher Education Report No. 6. Washington, D.C.: The George Washington University, School of Education and Human Development.
Continuous quality improvement (CQI) first moved onto the education scene slightly more than ten years ago. Some institutions of higher learning-community colleges in particular - eagerly embraced its general precepts. Most tried to ignore CQI and its greatest advocate, the American busines community. At best, a handful of stalwart organizations reluctantly tested CQI's applicability in administrative areas and student support services. Few colleges or universities ventured onto the academic turf of faculty and into their classrooms. Convinced that continuous quality was one more passing fancy, many faculty seemed content to wait it out. Now, ten years later, CQI is still with us, and while skepticism remains high, examples do exist of sustained CQI endeavors in higher education in which considerable inroads have been made into the classroom.

The New Economics for Industry, Government, Education
Deming, W. E. (1993). Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study.
The aim of this book is to provide guidance for people in management to successfully respond to the myriad changes that shake the world. Transformation into a new style of management is required. The route to take is profound knowledge - knowledge for leadership transformation. Transformation is not automatic. It must be learned; it must be led.
The transformation will lead to adoption of what we have learned to call a system and optimization of performance relative to the aim of the system. Individual components - teams, departments, division, plants - will not compete. Instead, each area will make choices directed at maximum benefit for the whole organization. An organization that seeks profound knowledge is already poised for the transformation.

The New Project Management (desk copy JG)
Frame, J. Davidson. (1994). San Francisco, CA: Jossey-Bass Inc.

New Work Habits For A Radically Changing World (2 copies)
Pritchett Rummler-Brache Second Edition 1999
13 Gound Rules for Job Success in the Information Age.

144 Ways to Walk the Talk
Harvey, E., A. Lucia. (1997). Dallas, TX: Performance Publishing Company, a subsidiary of Performance Systems Corporation.
144 Ways is a collection of proven and practical WALK THE TALK strageies that will help you become the leader you've always wanted to be! Use this quick-refernce handbook, packed with specific ideas and action items, and turn organizational values into workplace realities.

Opportunity 2000: Creative Affirmative Action Strategies For a Changing Workforce
U. S. Department of Labor, Employment Standards Administration. (1988). Indianapolis, IN: Hudson Institute.
This book is about opportunity and how some people capture it. it is also about risk and how some people minimize it. Some people have tha bility to seize the opportunity and diminish risk, and we often call that talent "vision". that talent also seems to abound in organizations we tend to recognize as dynamic ones. This book presents a composite picture of how people in many diverse organizations approach, with vision, the common challenge of finding and expaniding the potential of their human resources. This nook is about getting, anfd staying ahead of the curve.

An Ounce of Application is Worth a Ton of Abstraction
Crouch, J. M. (1992). Amsterdam: Pfeiffer & Company.
Total Quality Management (TQM) results in higher-quality, lower-cost products and services that respond to customer needs. The bad news is that the concepts behind TQM are poorly understood, and most organiztions implementing TQM are encountering significant problems in making it work. An Ounce of Application Is Worth a Ton of Abstraction demystifies what TQM is and what is takes to work.
The basic concepts, benefits, and language of TQM are presented in straightforward terms. Using clear examples from actual TQM programs, change-management expert Mike Crouch examines the root causes of common difficulties and identifies the key elements of successful TQM.

A Passion for Excellence: The Leadership Difference
Austin, N. and T. Peters. (1985). New York, NY: Warner Books.
Cutting through traditional "data-based" dogmas about management A Passion for Excellence:The Leadership Difference champions the innovative people-oriented spirit that made In Search of Excellence the best seliing business book of all time. Now through hundreds of concrete, real-world examples, Tom Peters and Nancy Austin zero in on the key areas of competence that add up to excellence, offering scores of ancedotes and practical insights to help all bussinesspeople on their road to leadearship, success, and most of all............excellence.

Practical Approaches to Rightsizing
National Association of College and University Business Officers (NACUBO). (1992). Washington, D. C. : NACUBO.
Academic insitiutions seem to require a crisis environment to accpet the need for change. This is ironic, because academic insitutions require long lead times to enact helathy change. This need for crisis to generate change guarantees that decision making will occur in a compressed time frame, that quick fixes rather than gradual but more fundamental solutions will be adopted, and that consultation will be or will apprear to be insuficient. Practical Approaches to Rightsizing provides a resource for higher education administrators to use both when they face the need for quick and effective change and before they come to the crisis point, when they have the time to plan ahead to enact constructive change.

The Practical Guide to Quality
Joiner Associates, Inc. (1993). Madison, WI: Joiner Associates, Inc.
The Practical Guide is a compilation of selected articles from Joiner Associates Incorporated. This guide aims to frame our thinking on quality and continuous improvement. Each article is organized so that readers can take all applicable information and apply it to thier own organizations and/or projects.

Principle-Centered Leadership
Covey, S. R. (1990). New York, NY: Summit Books, Simon & Schuster Inc.
In this guidebook to personal fulfillment and professional success through "principle-centered leadership," the author of the best selling The Seven Habits of Highly Effective People invites readers to center their lives and leadership around timeless principles. He shows how no person or organizaion can be content to stay where they are - how the goal of excellence and toal quality express an innate human need for progress in person, interpersonal, and organizational life.

Problem Solving Tools,
Garrett Engine Division, Allied -Signal Aerospace Company. (1989).
Identifying and solving problems is at the heart of the continuous improvement process. A problem can be thought of as any situation in which a difference exists between what is and what should be, that is, whenever we don't have what the customer wants in a product, service, or work performance.
The degree to which problem solving will be successful depends upon the nature of the problem and the methods employed. For routine problems, past experience can frequently be used as a guide for the solutions. Other problems and more difficult to solve and require nonroutine methods. Effective problem solving requires the right attitude and most improtantly the right tools.

Process Innovation: Reengineering Work Through Information Technology
Davenport, T. H. (1993). Boston, MA: Harvard Business School Press.
Process innovation - a revolutionary new approach that fuses information technology and human resource management - can dramatically improve business performance. In the demanding environment of the 1990's, simply formulating strategy is no longer suffiecien; it is also essential to design the processes to implement satrategy effectively.
Process innovation is quickly becoming the byword for managers ready to lead their companies out of modest growth patterns and into highly effective competetion in the global marketplace. This book should be read by general and functional managers, quality and information technology professionals and industrial engineers - in short, by anyone who seeks to redesign a business for the twenty-first century.

Quality-Driven Designs
Caroselli, M. (1992). San Diego, CA: Pfeiffer & Company.

The Quality Minutes Discussion Guide, Volume 1 Collection.
Center for Video Education. (1994). The Juran Institute, Inc.

The Quality Minutes Discussion Guide, Volume 2 Collection.
Center for Video Education. (1994). The Juran Institute, Inc.

Quality of Worklife in Action: Managing for Effectiveness
Stein, B. A. (1983). New York, NY: AMA Membership Publications Division, American Management associations.
The changes in legal and economic environments have produced a relatively stagnant economy, with costs increasing faster than benefits. The changes in the labor force produce increasingly dissastiffied workers, including managers and professionals, competing for a scarce resource: good jobs.
Under the circumstances, traditional approaches to managing organizations won't work. The quality of work life (QWL), understood in this light, is no longer a fringe benfit. The issue is not whether productivity and a high quality of work life go together. The issue is to define the circumstances in which they can each be increased. To that extent, this book offers a framework for action and some guidelines about the kinds of things that can help raise both QWL and productivity.

A Quality System for Education
Spanbauer, S. J. (1992). Milwaukee, WI: ASQC Quality Press.
This book is a case study of Fox Valley Technical College's pioneering application of quality processes to improve educational services. Author Stanley J. Spanbauer outlines the college's Quality First productivity model, a step-by-step plan for implementing continuous improvemnt. The model works for all levels of the education system. Spanbauer includes invaluable measuring and accountability plans, showing exactly how to identify and reduce a school's cost of conformance and non-conformance. He explains the successes attained by improving services to external (students, taxpayers,employers) and internal (co-workers) customers while reducing overall operating costs. Teachers, administrators, department chairs can acheive the same level of success by applying the principles tested in this living laboratory.

The Quality Toolbox
Tague, N. R. (1995). Milwaukee, WI: ASQC Quality Press.
Much like a carpenter's toolbox, The Quality Toolbox gives quality practitioners a choice of many tools for dealing with the wide variety of situations that occur on the road to continuous improvement. Its selection of more than 50 tools includes a variety of matrices and flowcharts, data collection and analysis tools, tools for planning, tools for analyzing processes and discovering causes, and different forms of brainstroming and other tools for generating, organizing, and evaluating ideas. No other single book succinctly provides instructions for such a wide variety of quality improvement tools
This book is designed to be easy to use as a reference or an instruction manual. The unique Tool Matrix helps you find the right tool to solve a particular problem or acheive a certain goal, and shows you when to use it, all at a glance. The Quality Toolbook is the reference that belongs on the bookshelf of evry facilitator, trainer, problem solver, team leadr and team member.

Race without a finish line leader's guide Schmidt, Warren H. (1994). CRM Films.

Reengineering Business Processes and People Systems
Lynch, R. F. and T.J. Werner. (1994). Atlanta, GA: QualTeam, Inc.
An organization survives and prospers to the degree that it has the capability and capacity to adapt and evolve based on the reality of the world in which it exists. The heat shields that have insulated organizations from the demands of their world are burning away. The pace and scope of change has propelled us into a new era, the era of value creation. Organizations that develop the capability to create value will prosper, those that don't will fail. This book equips you with the skills to help envision a future organization that is capable of responding to challenges, capturing opportunities, and constantly increasing the value supplied to customers. You will learn to reengineer your company's primary work processes and craft a new blueprint of the organization's structure and human sysytems.

Reengineering the Corporation, (2 copies)
Champy, J. and M. Hammer. (1993). New York, NY: HarperCollins Publishers, Inc.
This book is more than ideas. From their hard work with leading companies around the world, Hammer and Champy have learned how to make reengineering succeed. They lay out the approaches that have enabled such companies as Bell Atlantic, Taco Bell, and Hallmark Cards to reinvent themselves. They offer a vision of the reengineered corporation and a road map for companies to follow in getting there.

The Reengineering Revolution
Champy, J. and M. Hammer. (1993). New York, NY: HarperCollins Publishers, Inc.
In Reengineering the Corporation Michael Hammer introduced reengineering to millions of readers around the world. Now, in The Reengineering Revolution, he illuminates the path to reengineering success. In this eagerly awaited guidebook Dr. Hammer and his colleague Steven Stanton offer practical guidance on the nuts and bolts of reengineering and do it in a witty and engaging style. Based on the authors' experiences with the world's leading companies, and loaded with case studies and examples, this book takes the mystery out of reengineering.
This book is for everyone who wants to join the reengineering revolution. Hammer and Stanton write: "Companies do not fail at reengineering because of bad luck or cosmic rays. They fail because they do not know what they are doing." With the publication of The Reengineering Revolution, no one will have that excuse anymore.

Self-Directed Work Teams: A Study of Current Practice
Berrey, C. and L. Moran. (1993). San Jose, CA: Zenger-Miller, Inc.

Self-Directed Work Teams: The New American Challenge
Orsburn, Jack D. et al. (1990).New York, NY: Irwin Professional Publishing.
Self-Directed Work Teams shows employees from diverse areas of a company how to work together efficiently so the organization can compete more effectively. It includes case histories from TRW, Cummins Engine, General Electric, Blue Cross of Ohio, Hughes Tool and many others. It provides: a practical "why, what and how" for understanding and implementing this revolutionary new service and manufacturing concept; the means for motivating line employees and improving job performance; a blueprint for increasing employee productivity; a method that reduces the need for lawyers of corporate bureaucracy.

Service Excellence
Pritchett, P. (1991). Dallas, TX: Prichett & Associates, Inc.
Here's the straight truth about customer service-- the good, the bad and the ugly. No propaganda. No goody-two-shoes thinking. Just an honest look at what it's like out there in the real world where you work everyday. This isn't a boring book of rules. You won't run into complicated concepts, and you won't find a preachy list of "shoulds" and "ought to's". What you get is 31 pages packed with raw truth. This is the stuff you can use. You wany to be good -- really good--at what you do? Just read this booklet, and put these ideas to work.

Silver Bullets; Silver Bullets: A Guide to Initiative Problems, Adventure Games and Trust Activities.
Karl Rohnke. (1984) Project Adventure, Inc.
Since 1971 Project Adventure has been creating learning programs that challenge people to go beyond their perceived boundaries, to work with others to solve problems and to experience success. Over 1 million people have used our approach to realize increased self-confidence, develop leadership skills, discover the power of group cooperation, and learn to view obstacles as opportunities for growth.

The project Adventure concept is characterized by an atmosphere that is fun, supportive and challenging. Non-competitive games, group problem solving Initiatives and ropes course events are the principal activities we use to help individuals reach their goals; to improve self-esteem, to develop strategies that enhance decision-making, and to respect differences within a group.

Strategic Management of Organizations and Stakeholders
Harrison, J. S. and C. H. St. John. (1994). St. Paul, MN: West Publishing Company.
This book is a response to the outcry for more responsible management. Major disasters such as the Bhopal incident, the S&L crisis, the space shuttle Challenger explosion, and Exxon's massive oil spill have set the public, the business community and the academic community on edge. These large-scale, highly visible crises, all of which might have been avoided, point to the need for better and more responsive mangement. However, smaller, less visible crises such as massive corporate restructurings and executive compensation scandals occur with increasing frequency in America's board rooms and courts, as managers try to defend theri actions against the accusations of disgruntled shareholders, employees, customers, directors, trustees, government agencies, suppliers, or special interest groups. The best-run companies have found a way to successfully manage the diverse interests of these and other groups referred to as shareholders. That is what this book is all about--managing organizations in such a way that stakeholders are optimally satisfied. This is the central task of strategic management.

Strategic Planning for Public and Nonprofit Organizations; A Guide to Strengthening and Sustaining Organizational Achievement
John M. Bryson (1995) Jossey-Bass.
Shows leaders and managers of public and nonprofit organizations both how and why they should use strategic planning to improve the performance of their organizations. This expanded edition includes many examples to illustrate both successful and unsuccessful planning efforts, while new chapters address planning implementation, strategy evaluation and reassessment, and key leadership roles vital to effective strategic planning. In addition, the author presents a planning process used successfully by many public and nonprofit organizations--the Strategy Change Cylce-- along with detailed guidance on its application.

Strategic Planning for Public and Nonprofit Organizations Workbook; Creating and Implementing Your Strategic Plan
John M. Bryson (1996) Jossey-Bass

Strategic Process Management
Zenger-Miller, Inc. (1993). San Jose, CA: Achieve International, A Division of Zenger-Miller, Inc.

Strong Medicine
Halvorson, G. C. (1993). New York, NY: Random House.
Americans spend $900 billion a year on health care. That's more than enough dollars to ensure high-quality care for every citizen. Why aren't we getting it? And what can we do about it? In this plainspoken book, George Halvorson cuts to the heart of our health system's failure: the incentives we offer doctors, hospitals, and insurers. We pay for procedures, not outcomes; we reward providers for what they do--whether it is effective or not--instead of for improving patient health. The result is the most wasteful, complex, redundant health care system in the world, where as much as 25 percent of all procedures performed are unnecessary.
George Halvorson argues convincingly that if we want to change our system we don't need more govenment regulation, greater expenditure, or health care rationing. Instead, we need the right incentives. If we reward qualtiy and efficency, the health care system in this country will turn itself around to provide them.

Succeeding With Teams: 101 Tips That Really Work
Wellins, Richard S. et al. (1994). Minneapolis, MN: Lakewood Books.
So are teams here to stay? You bet! In fact, as we look to tommorrow's organizations, the operative word is more: more kinds of teams and more individuals working on more than one team at a time. As organizations reengineer to become flexible, they'll create more teams to handle more varied types of work. Teams will become more complex as responsibilities expand, continuing the move from natural work teams to cross-functional teams --to "virtual" teams. People will belong to more teams than ever before, functioning as leaders and members of different teams. And more teams will involve customers and vendors as vital contributors to team success.
Wherever you are in the teams evolution, try the tips in this book. They'll vastly improve your chances for success. As you succeed, everyone will win: your employees, your organization and your customers.

Surviving Corporate Transistion
Bridges, W. (1988). Mill Valley, CA: William Bridges and Associates
American business is afflicted with a plague of change, but until now, no management book has taken as its theme the special problems managers face in a world where mergers, takeovers, and layoffs are an everyday occurrence, and no company seems immune. Surviving Corporate Transition is the book today's managers are looking for.
Author William Bridges, offers a theoretical approach applicable to any industry, and concrete examples that all managers will appreciate, providing businessmen and women all the information they need to weather transition successfully.

Team Games for Trainers
Nilson, C. (1993). New York, NY: McGraw-Hill, Inc.
If you're like most corporate trainers today, chances are one of your primary functions is to build and maintain strong and cohesive teams. And, yet, most of the training guides that are currently available have fallen short when it comes to training teams - the fastest growing new approach to human resource development and total quality mangement in the 1990's. Now, look no further! What you'll find in this book are 100 ready-to-use games, exercises, and activities - all devoted exclusively to the important work of teams.

The Team Handbook, (2 copies)

The Team Handbook is a practical guide to working in or with project teams. It is packed with step-by-step instructions, illustrations and worksheets, all showing how to implement many quality improvement principles. It is a comprehensive, easy-to-use guide on how to use project teams to improve quality throughout an organization. Its clear, simple text and directions lead the reader through a project from inception to closure.
The Team Handbook is targeted for people involved in project teams-specifically those involved in running or planning the projects. Its comprehensive coverage of the subject will benefit most: team leaders, managers, supervisors, and other advisors or active team participants.

Team Leader's Survival Guide
George, J. A. and J. M. Wilson. (1994). Pittsburgh, PA: Development Dimensions International, Inc.
Today many leaders of teams feel lost at sea-unceremoniously dumped overboard without a live preserver-as their organizations sail full speed ahead into self-directed work teams.
The irony is that this usually is not due to any malicious intent by the organizations. Unfortunately, top leaders of most organizations don't have any better ideas than you do about the changing role of the leaders in the transition to teams. While they may have a vision, they often don't know how to make that vision happen.
This book is written directly to leaders of high-performance teams: self-directed teams, semi-permanent project teams, and empowered natural work teams. It doesn't matter whether you're leading a team of executives or a team of operators, whether you work in service or in a manufacturing orgainzation - this guide is designed for you.

Team Player: A Course on Working Together, Training Materials Guide.
West Des Moines, IA: American Media, Inc.

Team Reconstruction: Building a High Performance Work Group During Change
Pound, R. and P. Pritchett. (1992). Dallas, TX: Prichett Publishing Company.
The biggest change facing organizations today is the rate of change. Before the shockwaves of one upheaval subside, another hits. One convulsion after another rocks the organization. This relentless change mangles team effectiveness. Work groups quit working right.
Unless you make quick repairs and mobilize employees, your team will cripple along, off balance, in a never ending "transition period." That makes the organizations more vulnerable..invited even more change...puts your reputation at risk.
The solution is Team Reconstruction - an inventibe 14 point strategy that will shorten the high-risk transition period, protect operating effeciency and output, and restore the spirit of the organization.

Total Quality: A Path to Excellence
Allied-Signal. (1991).
The total quality process is led by Allied Signal's management. The Management Committee, comprising the senior line and staff officers of the Corporation, set Quality policies, direction, and priorities, communicates the organizations's committment to the Corporation's Vision and Values, and acts as role models for the required behavioral changes.

Total Quality Control
Feigenbaum, A. V. (1991). New York, NY: Mc Graw-Hill, Inc.
In making their purchasing decisions, eight out of ten consumer and industrial buyers in today's major international markets believe that quality is equal or more important than price.
Now, in honor of its Fortieth Anniversary, the Third edition has been revised to show a new generation of readers how to make total quality the key to their competitive success in the 1990s. Whether you're already managing a big business, just learing what separates the winners from the loosers, or somewhere in between, this authoritative resource is a gold mine of practical information about business growth and profitablity frin the man who invented the concept of total quality control. Armand Feigenbaum's successful, hands-on experience places him at the forefront of those showing the way to business and mangement leadership in intense competition of the 1990s.
Clearly written, easy to understand, and packed with examples and illustrations, Total Quality Control is the only guide to subject you'll ever need...and the best preparation you'll find anywhere for success in the decade ahead.

Total Quality Education
Schmoker, M. J. and R. B. Wilson. (1993). Bloomington, IN: Phi Delta Kappa Educational Foundation.
Without waiting another day, we now have the means to begin improving our schools - from our best to our worst - and to ensure thier continued improvement. This book is an exploration of methods that, for us, constitute American education's best hope. The work of W. Edwards Deming is our template, an overarching body of principles that we think can promote intelligent action toward improving our schools. The benefits of this approoach are already emerging, as we shall document in the pages that follow.

Total Quality Improvement Guide for Institutions of Higher Education
Cornesky, Robert and Sam McCool. (1992). Madison, WI: Magna Publications, Inc.
Why should TQM be implemented? TQM should be implemented because it will increase the quality of education as it decreases the cost of delivering education. In addition, it will improve the competitiveness of academic systems, improving their ability to meet the challenges of change, probably most clearly evident today in the growing awareness of critical thinking, diverse student populations and global issues. Finally, it will increase significantly the morale of most employees regardless of their role in academia.
This book is of value to administrators, faculty, and staff who wish to understand the tools of TQM, and how they can be used to decrease the cost of education while increasing its quality.

Total Quality Training
Thomas, B. (1992). London, England: Mc Graw-Hill Book Company Europe.
Total Quality Training is a unique and pracitical book that shows you the "hands-on" how and why of making quality the foundation of your training. A new approach integrates the principle of toal quality management (TQM) with the training function. From this, you are guided through the analysis and understanding of training needs, each section outlining the best course of action.
Using practical examples and methods, a highly relevant framework for action is introduced, giving you the tools for creating, implementing and evaluating effective training programs.

TQM: Implications for Higher Learning

TQM Manager Inventory
Finnigan, J. P., W. H. Schmidt. (1994). Xicom, Inc.
Total quality management (TQM) is being called the most significant shift in American management thought and practice since the Industrial Revolution. As many managers are learning, TQM presents radical new challenges to traditional mangement. It demands a dramatic rethinking about how decisions are made, how work is evaluated, and how communication is conducted in the workplace.
In our survey of mangers who have successfully made the transition in total quality managed organizations (referred to here as "TQManagers" and TQManaged" organizations respectively), we have identified the five competencies that are critical to this success. This instrument is intended to help you understand and assess your competency in each of these areas to provide feedback for improvement.

The Unwritten Rules of the Game
Scott-Morgan, P. (1994). New York, NY: McGraw-Hill, Inc.
They won't appear in any of your company's official policy papers. They will never be even remotely alluded to in any business conference. No matter how "hands-on" a manager you may be, you're probably not even aware they exist...
And yet they're driving the day-by-day behavior in your organizations. Until you learn to decode them, master them, and finally shatter them, you'll never be able to bring about the changes that your company needs to make to stay competitive into the twenty-first century...
Already featured in the nation's business press as the next wave in management, The Unwrirtten Rules of the Game is a whole new approach to effecting organizational change.

Winning Companies, Winning Strategies: Adapting to Change
FORTUNE. (1993). FORTUNE Magazine.
Adapting to Change, part one of this three part series, focuses on corporate strategies that have been unusually successful in helping companies adapt to a fast-moving marketplace.

Winning Companies, Winning Strategies: Leadership Lessons
FORTUNE. (1993). FORTUNE Magazine.
Leadership lessons, part three of this three part series, chronicles the demise of what the author calls "the imperial CEO". Other stories in the section look ar corporate cheifs who are still very much in charge.

Winning Companies, Winning Strategies: Winners at the Top
FORTUNE. (1993). FORTUNE Magazine.
Winners at the top, part two of this three part series, includes profiles on recent inductees into the National Business Hall of Fame and an in-depth look at AT & T's promising future.

Winning Competitive Advantage: A Blended Strategy Works Best
Hogeveen, J., J. Lantham, L. Moran, D. Russ-Eft. (1994). San Jose, CA: Zenger-Miller, Inc.
As the Total Quality Revolution moves well into its second decade, North American companies are gaining a deeper understanding of the managerial philosophies, strategies, and techniques that lead to world-class organizations and global competitive advantage. Over the years, the head-long ruch and exuberant naivete of Total Quality Management's early successes have been tempered by the realization that the quality journey requires a fundamental reengineering of traditional corporate structures and cultures, as well as leverage that can be attained only from the full use of all resources - human and otherwise - within organizations.

The Work Redesign Team Handbook
Hitchcock, D. (1994). White Plains, NY: Quality Resources.
A work redesign team is a task force of employees who have beeen assembled to analyze the workplace, recommend necessary changes, and create self-directed work teams. The Work Redesign Team handbook lays our exactly what redesign work teams need to know to make critical decisions for the implementation of self-directed work teams. From establishing the ground rules for redesign work team meetings and making reccomendations regarding training plans to building and action plan, the author presents an eight-step process to help you get your self-directed teams up and running.

Zapp! The Lightning of Empowerment, (2 copies)
Byham, W. C. and J. Cox. (1988). New York, NY: Ballantine Books.
Most managers know that revitalizations in their companies must occur from the ground up. But how can you get that message to your employees without applying the kind of pressure that makes them even less productive?
Empowerement is the answer, and it's easier to achieve than you may think. In this motivating book you will find specific strategies designed to help empower your employees daily. More concrete than other works on participative management, Zapp! shows you how to encourage responsibility, acknowledgement, and creativity so that employees feel that they "own" their jobs. With hands-on examples, you will learn the basics that allow you to use this principle in every situation, from large meetings to one-on-one conversations to formal evaluations, and really get results.
Best of all, you can use the techniques in Zapp! to pursue any number of business goals, whether you're trying to increase productivity, improve customer service, or innovate faster than the competitiion. It's all here, in an accessible guide for the successful managers of tommorrow.

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