- Grossi, P.C. (2009) "Cruise to Success", Quality World, August 2009: pp 34-38
While large companies can afford to employ an IT department resourced to handle both their internal information and
their internet presence, this is not often the case with small and medium-sized companies (SMEs). Thus, for large companies it
should not be a problem to integrate and streamline the administrative processes with the internet resources, but for smaller
companies it is more usual for internet resources to be kept separate. For one small company in particular this was beginning
to get in the way of efficient customer relationships, and something had to be done.
- Grossi, P.C. (2009) "Prepared for Battle", Quality Progress, June 2009: pp 18-23
The current condition of the global economy has many organizations scrambling to cut costs by
any means necessary. During these difficult times, there is less money circulating, income is harder to maintain, and there is
increasing pressure from customers to lower prices. What organizations need to keep in mind, however, is that
while the impact of a recession may be significant from a psychological perspective, in reality the application of sound quality
management principles has a much more significant effect on an organization’s success than the state of the economy.
- Grossi, P.C. (2009) "Soapbox", Quality World, March 2009: p 14
PDCA or K9P? Even my dog can manage PDCA.
- Grossi, P.C., Rowlands, H. and Harwood, D.J. (2006) "Modelling Organisational Performance Using Stakeholder Objectivity", Presented at Performance Management Association Conference, Henley, 2006
A number of models exist to help managers measure and control the performance of their organisations.
Among the most widely used are the European Foundation of Quality Management (EFQM) Excellence model, and the Balanced
Scorecard. This paper looks at those and other models, as well as standard accounting measures, and considers their
weaknesses from performance management and modelling viewpoints. Taking these issues in relation to stakeholders, a set
of criteria is established for a more effective performance modelling system. A multi-layer model is then presented, which
is tested for compliance with the proposed criteria.
- Grossi, P.C., Harwood, D.J. and Rowlands, H. (2005) "Culture Club", Quality World, September 2005
The freedom, or lack of it, to discuss cultural issues in an organisation is an important feature of the
cultural mechanism as it solidifies cultural development and can lead to the perpetuation of inappropriate beliefs
and behaviours. This is plainly in direct contradiction to the widely accepted requirement of a management system that
is continually improved by feedback and review.
- Grossi, P.C., Harwood, D.J. and Rowlands, H. (2005) "Determining Organisational Success Through Stakeholder Analysis", Presented at Philosophy of Management 05, St. Anne's College, Oxford, 2005
Financial factors, such as turnover and return on investment, are found not to be reliably predictive and
don't usefully apply to not-for-profit organisations. This paper is based on the premise that the success of any
organisation depends on its ability to create value, and that value extends beyond the expectations of shareholders
into a much broader range of interested parties, or stakeholders. These therefore have legitimate claims on the management
focus of the organisation, and these claims have to be reconciled and balanced. Such a balance, coupled with the
measurable expectations of each stakeholder group, can be defined as a structure for measuring overall performance. By
deploying this as part of a strategic feedback loop, problems and opportunities can be identified early and addressed
promptly. These concepts are supported by field research described in this paper.
- Grossi, P.C., Harwood, D.J. and Rowlands, H. (2005) "The Stakeholder Model as a Performance Standard", Presented at British Academy of Management Annual Conference, Said Business School, Oxford, 2005
The research reported in this paper discusses the nature of stakeholders, and how their relationships can
be developed as a general model for a quantifiable framework of organisational values. A standardised list of stakeholder
groups is defined, and a method of determining the relative importance of those groups is reported. The results and
analysis of a field sample comprising a widely varying selection of organisations demonstrates the feasibility of this
method. It is found that, while organisations vary greatly in their relationships with the different stakeholder groups,
the field research indicates that it can be used as a structure for defining measurable strategic objectives for
organisations of all types. The model is therefore found to be robust and can be applied generally. The model is further
developed into a structure for defining operational performance indicators which supports a new method of deploying
strategy within a process oriented organisation.
|