ABSTRACT
From TQM to Six Sigma and the Balanced Scorecard, there appears to be no end to the 'revolutionary' approaches proposed to improve business performance. However, on closer inspection, most new performance improvement approaches offer few differences from their predecessors.This thought-provoking book provides a critical perspective on the managemen
TABLE OF CONTENTS
part |2 pages
SECTION 1 The management role in performance improvement
part |2 pages
SECTION 2 Improvement as damage
part |2 pages
SECTION 3 Repair