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Industrial Management - July/August 2011

Contributors in this issueIndustrial Management - May/June 2011

When in doubt, take it to the owners
By Dan Carrison
News of a company’s imminent sale, merger or shutdown can lead to managerial uneasiness. But there’s no reason to let such apprehension substitute for initiative. Follow the example of Israeli five-star hoteliers, all competitors who banded together, improved efficiencies and made a business case that convinced their owners to keep the luxury hotels open despite a tourism collapse.

By the Society for Engineering and Management Systems Board
Charlene A. Yauch researches two unwritten rules that hamper worker collaboration, while Edson Pinheiro de Lima and Sergio E. Gouvea da Costa discuss how to manage operations for sustainability. And SEMS board leaders provide details about the society’s town hall meeting held at this year’s IIE Annual Conference and Expo.

Enhancing power
By D. Keith Denton
Building a good reputation as a competent, capable professional who primarily is interested in the good of the organization rather than gaining personal power helps create a solid base of power. Successful leaders use this power to focus on the welfare of the organization and to promote their own reputation.

Who would ever share customers?
By George F. Brown Jr. and Atlee Valentine Pope
Many organizations live in fear that partners will steal customers. After all, a manufacturer might try to sell directly, cutting out the distributor. And a distributor always can link up with different manufacturers. But if both parties learn which relationships are serviced best by which type of organization, they can leverage such collaboration into future success.

Better data means better decisions
By Mashiku Kuyi Stephen and Brian H. Kleiner
Managers need accurate data to make decisions about operational efficiency, competition and regulatory compliance. But having what should be the same data available in various forms complicates matters. Cheaper and better master data management (MDM) solutions, combined with better business support and even Six Sigma techniques, offer small and midsize businesses the opportunity to improve data accuracy.

Conflicting management paradigms
By Jesse Brogan
Since the rise of performance management, its theories have conflicted with the old style of boss management. Improving performance of a workforce in an authoritarian, boss management paradigm is a tricky path that industrial engineers often have to navigate.

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