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High-Speed Management and Organizational Communication in the 1990s provides a unique, systematic, and practical treatment of the role communication plays in the new organizations. It treats organizational integration, coordination, and control as central communication processes and explores their transformation of traditional organizational topics such as leadership, corporate culture, teamwork, and continuous improvement programs.The central thesis of this analysis is that increasing the speed with which products get to market helps to make an organization more productive, develop better quality products, become more responsive to customer needs, and generate more profits for investors. Why and how this takes place as well as the central role communication plays in the process is treated here in detail.Sarah Sanderson King is Professor and Chair of the Department of Communication at Central Connecticut State University. She is the author of Human Communication as a Field of Study: Selected Contemporary Views, and co-author with Donald Cushman of Political Communication: Engineering Visions of Order in the Socialist World, both published by SUNY Press. Donald P. Cushman is Professor of Communication at the State University of New York at Albany. He is the author of Communication in Interpersonal Relationships (with L. Cahn), published by SUNY Press, and Message-Attitude-Behavior Relationships (with R. McPhee). He has served as a consultant for governments and private corporations in Australia, Bolivia, Canada, Germany, Great Britain, Japan, Korea, Mexico, and Yugoslavia.

This practical guide for managers demonstrates when, where, and how to implement significant organizational change through teamwork.This practical hands-on tool kit for managers demonstrates when, where, and how to implement significant organizational change through teamwork. The use of self-managed, cross-functional, benchmarking, and outside linking teams by high-performance firms is employed in a case study format.Donald P. Cushman is Professor of Communication at State University of New York at Albany, and coeditor of the SUNY series, Human Communication Processes. Sarah Sanderson King is Professor of Communication at Central Connecticut State University, and coeditor of the SUNY series in International Management. Among the books the two have written are Political Communication: Engineering Visions of Order in the Socialist World; High-Speed Management and Organizational Communication in the 1990s: A Reader; Communicating Organizational Change: A Management Perspective; Communication and High-Speed Management; and Lessons from the Recession all published by SUNY Press.

Explores the differential effects of recession on public and private sector organizations in America, Europe, and Asia.This book explores the differential effects of recession on public and private sector organizations in America, Europe, and Asia. In America, the last recession led private sector firms to lower their break-even points and the government to seek new sources of tax revenue. In Europe, both the public and private sector organizations focused on the outflow of jobs and the rise in unemployment due to high labor costs, high public support program costs, and the failure of the European Community to become a Common Market. In Asia, Japan underwent a large emigration of production offshore due to the high yen to dollar ratio, a lengthy recession, and a massive government aid program which failed. In Australia and China, the economies recovered from recession and both public and private sector organizations have designed new strategies to keep the economy moving.Sarah Sanderson King is Professor of Communication at Central Connecticut State University, and coeditor of the SUNY series in International Management. Donald P. Cushman is Professor of Communication at State University of New York at Albany, and coeditor of the SUNY series, Human Communication Processes. Among the books the two have written are Political Communication: Engineering Visions of Order in the Socialist World; High-Speed Management and Organizational Communication in the 1990's: A Reader; Communicating Organizational Change: A Management Perspective; Communication and High-Speed Management; and Continuously Improving an Organization's Performance all published by SUNY Press.

This book is a practical and theoretical discussion of how to effectively communicate organizational change to management, employees, stockholders, and customers.Rapid and volatile organizational change is one of the most profound characteristics of our time. How to communicate the need for and the direction of change to stockholders, employees, customers, and management is the subject of this book.Donald Peter Cushman is Professor in the Department of Communication at the State University of New York at Albany. He is co-author (with Dudley D. Cahn) of Communication in Interpersonal Relationships, also published by SUNY Press. Sarah Sanderson King is Professor in the Department of Communication at Central Connecticut State University. She is the editor of Human Communication as a Fields of Study: Selected Contemporary Views and co-editor (with Donald Cushman) of High-Speed Management and Organizational Communication in the 1990s: A Reader and Political Communication: Engineering Visions of Order in the Socialist World, all published by SUNY Press.

This book provides a new understanding of the role communication plays in integrating, controlling, and coordinating high performance organizations.High-speed management is used to competitive advantage by some of the most successful organizations in the world—General Electric; Toyota; ASEA, Brown, and Boveri; Motorola; Intel; and Matsushita. In these very successful companies fast cycle time or high-speed management translates into two important organizational capabilities. First, it creates a high level of performance that management can build into a firm's operating systems. More specifically, increases in effective communication are employed to eliminate bottlenecks, delays, and errors in production, cutting costs and improving quality. Second, high-speed management is an organizational strategy which continuously improves a firm's integration, coordination, and control systems. It transforms all of a firm's communication activities such as leadership, corporate climate, teamwork, worker and unit interfaces, process mapping, and outside linking processes into a more responsive customer adaptation system.Donald P. Cushman is Professor of Communication at State University of New York at Albany, and coeditor of the SUNY series. Sarah Sanderson King is Professor of Communication at Central Connecticut State University, and coeditor of the SUNY series in International Management. Among the many books the two have written are Political Communication: Engineering Visions of Order in the Socialist World; High-Speed Management and Organizational Communication in the 1990's: A Reader; and Communicating Organizational Change: A Management Perspective.