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Industrial Management - July/August 2012

Contributors in this issueIndustrial Management - July/August 2012

Winning with the tools you have
By Dan Carrison

The fast pace of technological evolution has everyone in the consumer market waiting for the next generation smartphone or the newest whiz-bang option. The business world faces the same paradigm. But often, business can’t wait for the upgrade, which might not have much functional difference from current market offerings. At any point in time, your company and sales force must win with the tools on hand.

SEMS Says
By the Society for Engineering and Management Systems Board

Ryan Underdown turns a few keys that can help with strategic planning; David Hartmann discusses cultural differences that necessitate an ambidextrous perspective; and Geert Letens and Jennifer Farris give an overview of the SEMS town hall meeting held in May at the IIE Annual Conference and Expo.

Fixing management’s fatal flaws
By Clinton O. Longenecker and Laurence S. Fink

How much time do you spend talking about why managers fail? Four research studies have uncovered a set of fatal managerial flaws that yield dysfunctional organizations and prevent desired results. Examining and ameliorating these flaws can help turn your organization – and your career – around.

Product safety dominoes
By Peggy S. Doyle and Kevin M. Young

In the age of global manufacturing, reporting a safety problem in one country could be the first falling domino that leads to playing the incident reporting game across a whole host of countries and continents. Knowing the regulations and the penalties and establishing a team to deal with incident reporting beforehand could keep this game of dominoes from costing manufacturers big money.

Encourage engagement for accountability
By Sharon Birkman Fink

Surveys show that many employees are disconnected from the workplace. Personality testing and team building, done correctly, can reverse this trend and make the aftermath of the Great Recession profitable and improved for both worker and boss.

A diverse workforce for diverse markets
By Vanessa Lau and Brian Kleiner

Demographic shifts in the U.S. population show increased market diversity in the future. Thus, companies should take a proactive stance toward workforce diversity. Success can increase a company’s marketing capabilities and productivity, attract more qualified candidates and abate communication and discrimination problems.

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