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Like American business executives, many government leaders realize that a continuation of the traditional management of objectives approach will achieve failure. Those willing to change are searching for a new approach to managing government. The authors of Teams in Government believe the best approach is Total Quality Management (TQM). Why TQM? Because it consists of gradual, unending improvement activities that involve every person in the organization in a totally integrated effort to improve performance and quality at every level and to increase customer satisfaction. The government has two types of customers-the person who receives the benefits of its services and the taxpayer who supplies the money to fuel an efficient and effective operation. If you are looking for the tools and techniques that will enable you to deliver government services that not only meet but exceed the expectations of your customers, to do it right the first time, you need Teams in Government. Any government organization that wants to switch from focusing solely upon meeting the needs of the bureaucracy (primarily on meeting objectives and quotas designed by the upper echelon), who are furthest from your customers, will find TQM to be extremely effective.
Table of Contents
GOVERNMENT Change Total Quality Management Cornerstones Differences Beliefs Principles PRINCIPLES OF A TEAM-BASED ORGANIZATION Team-Based Organizations TYPES OF TEAMS Top Management Teams TEAM CHARACTERISTICS Effective Process Improvement Team Members Team Member Benefits Team Facilitators Team Leaders Team Recorders Team Sponsors Team Cultures Team Size Team Member Introductions Effective Team Meetings Agendas Meeting Room and Seating Team Names Customer Analysis Suppliers TEAM DYNAMICS The Importance of Team Dynamics Process Improvement Teams Effective Process Improvement Teams Forming a Process Improvement Team Team Participation Team Participation Requirements Team Building Stages of Team Development The Experience Team Cohesiveness Communicating Effectively in Teams Listening and Communication Horizontal Communication Team Relationships Conflicts Domination Team Opponents Team Failure Team Training LEADERSHIP LEADS TEAMS Team-Based Organizations in Government The First Steps Phase One-Leadership Commitment Phase Two-Mission, Values and Goals Phase Three-Quality Council Phase Four-Division Confirmation TEAM FORMATION Phase Five-Membership Selection Phase Six-Initial Meeting Phase Seven-Meeting Evaluation Phase Eight-Team Mission and Goals Phase Nine-Team Values PROCESS IMPROVEMENT-PART I Phase Ten-Flowchart the Process Phase Eleven-Measurement Analysis Phase Twelve-Customer Analysis Phase Thirteen-Collect Customer Data PROCESS IMPROVEMENT-PART II Phase Fourteen-Collect Process Data Phase Fifteen-Collect Supplier Data Phase Sixteen-Data Analysis Phase Seventeen-Identify Problems Phase Eighteen-Identify Solutions PROCESS IMPROVEMENT-PART III Phase Nineteen-Plan the Change Phase Twenty-Do the Change Phase Twenty-One-Check the Change Phase Twenty-Two-Act on the Change Phase Twenty-Three-Document the Change Phase Twenty-Four-Present to the Quality Council Phase Twenty-Five- "Do It Again" Back to Phase Five ASSESSMENT OF TEAMS AND LEADERSHIP Effective Process Improvement Teams-Measurement Team Members Evaluation and Self Assessment Team Leaders Evaluation and Self Assessment Team Facilitator Evaluation and Self assessment Agency Leader Evaluation and Self Assessment
"...a good addition to one's quality toolbox." Milton J. Kowalewski, Kalama Services
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CHOICE – Outstanding Academic Title – Award Winner
CHOICE – 2018 Outstanding Academic Title – Award Winner
Shingo Research and Professional Publication Award Winner
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