DENTON, D. KEITH. <br/><br/>
HORIZONTAL MANAGEMENT: BEYOND TOTAL CUSTOMER SATISFACTION 

 - NEW YORK LEXINGTON BOOKS,  1991 
 - 211P; ILLUST 
<br/><br/>Part 1: Challenges. 1.Equitable structures. 1.1 Square pegs and round holes. 1.2 Structure and strategy. 1.3 Equity. 1.4 Concluding thoughts. 1.5 Notes. 2. Flattening the pyramid. 2.1 Changes. 2.2 Need for speed. 2.3 Quality competitiveness. 2.4 Inventory. 2.5 Concluding thoughts. 2.6 Notes. Part 2: Serving the customer. 3. Horizontal management: the structure. 3.1 Participative management. 3.2 What's in a structure? 3.3 What's in a title? 3.4 Tall and fat. 3.5 Flat and focused. 3.6 NOAC. 3.7 Fibers and networks. 3.8 Kinks and fractures. 3.9 Concluding thoughts. 3.10 Notes. 4. NOAC: tracking communication flow. 4.1 Met life's NOAC. 4.2 Service dimensions. 4.3 Management role. 4.4 Concluding thoughts. 4.5 Notes. 5. Focus on the customer: bringing outsiders inside. 5.1 Customer-based transactions at American express. 5.2 Motorola's customer satisfaction process. 5.3 Parameter design. 5.4 Concluding thoughts. 5.5 Notes. Part 3: Beyond customer satisfaction. 6. Boundaries of horizontal management. 6.1 Scope. 6.2 What's the proper level? 6.3 Which way is up? 6.4 Problem solving. 6.5 Back to the present. 6.6 Back to the present. 6.7 Making choices. 6.8 Concluding thoughts. 6.9 Notes. 7. Culture and scope of horizontal management. 7.1 Variables affecting change. 7.2 Involving front-line managers and professionals. 7.3 The crisis at ford. 7.4 Ford's eight-step process. 7.5 Follow through on EI efforts. 7.6 Concluding thoughts. 7.7 Notes. 8. Streamlining Eliminate, simplify and combine. 8.1 The elimination of decision making. 8.2 Expert systems. 8.3 Computerized networks. 8.4 Automation. 8.5 Approvals. 8.6 Work out. 8.7 Concluding thoughts. 8.8 Notes.  9. Teams. 9.1 Types of teams. 9.2 Teams in context. 9.3 Teamwork. 9.4 Concluding thoughts. 9.5 Notes. 10. Decision-making teams. 10.1 Characteristics of SWGs. 10.2 SWGs in action. 10.3 Work design teams. 10.4 Organizational design. 10.5 Strategic input. 10.6 Steering teams. 10.7 Business sense. 10.8 Self regulating systems. 10.9 Concluding thoughts. 10.10 Notes. 11. Restructing at the macro level . 11.1 Glaxo's philosophy. 11.2 Transferring leadership. 11.3 Transferring management practices. 11.4 Cross-fertilization. 11.5 Concluding thoughts. 11.6 Notes. Part 4: Creating a compeer culture. 12. Compeer culture. 12.1 Training and success. 12.2 Managerial cross training. 12.3 Managerial crosses training 12.4 Deep and broad expertise. 12.5 Overhead budgets. 12.6 Reducing the distance. 12.7 Joint management. 12.8 Concluding thoughts. 12.9 Notes. 13. Horizontal motivators. 13.1 Vertical motivation. 13.2 Horizontal motivation. 13.3 Horizontal problem solving. 13.4 Other EDM motivators. 13.5 Concluding thoughts. 13.6 Notes. 14. Dealing with short ladders. 14.1 So where is up? 14.2 Zigzag. 14.3 Steps without ladders. 14.4 Technical ladders. 14.4 Stretching and status. 14.5 Beyond cross -training and stretching. 14.6 Things change. 14.7 Dynamic motivation. 14.8 Concluding thoughts. 14.9 Notes. 15. How do you begin? 15.1 Prerequisites for change. 15.2 Transformations. 15.3 Joint decision-making. 15.4 Level one. 15.5 Concluding thoughts. 15.6 Notes. 
<br/><br/><br/>ENGLISH 
<br/><br/><label>ISBN: </label>0669269360 
<br/><br/><label>Subjects--Topical Terms: </label><br/>WORK GROUP.<br/>MANAGEMENT-EMPLOYEE PARTICIPATION.