577 research outputs found

    Sustainable Management and Total Quality Management in Public Organizations with Outsourcing

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    The aim of this paper is to explore how Total Quality Management (TQM) can act as a foundation and key catalyst for developing Sustainable Management and Corporate Social Responsibility (CSR) within Public Organizations. In the public sector we have too often experienced low quality services, which have generated and perpetuated low expectations. The result has been great dissatisfaction and frustration, but not much action (Gaster, 1995). As any other organization, the Public Organization can apply TQM and thereby accomplish some improvements.CSR is an emerging topic within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth.This paper shows specifically how to incorporate sustainability into a quality system by using a model that shows the relation between investment in quality and the variables fame and reputation. The interest in the nature of the relationship between TQM and CSR is long-standing. The aim of the quality movement is to enable organizations to deliver high quality services in the shortest possible time to market, at minimum cost, and in a manner that emphasises human dignity, work satisfaction, and mutual and long-term loyalty between the organization and its stakeholders. As such, TQM has a strong ethical dimension, advocating the importance of considering the interests of stakeholders (Oppenheim & Przasnyski, 1999). In this paper outsourcing in Public Organizations is considered as an instrument for raising the qualitative level of services and thus for developing CSR. First, the definitions of CSR are discussed. Second, the ethics in quality are described, followed by a discussion on existing quality models with regard to CSR. Third, the relationship between TQM and CSR is considered. We have analyzed the strong similarity between TQM and CSR, and outsourcing analysis is used to illustrate the combined CSR/TQM approach in Public Organizations. Finally, we have highlighted the main factors of resistance to externalization in Public Administrations and how these can be overcome by developing a risk management approach.

    OUTSOURCING STRATEGIES. HOW TO FORMALIZE AND NEGOTIATE THE OUTSOURCING CONTRACT.

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    In the globalized economy multinational firms have given rise to local firms able to produce at a low cost and at acceptable quality levels. A growing number of firms have outsourced production and manufacturing activities of all types to these firms, not only to reduce production costs but also to make their organizational structures more streamlined and flexible. Outsourcing decisions, which originally were limited to production which had a modest technological content and was of marginal importance for the business in question, is increasingly adopted for activities which, requiring core competencies or belonging to the core business, were considered inseparable from the organization and thus not outsourceable. Gradually an outsourcing strategy has developed which has found it convenient to outsource even core competencies and functions, such as specialized manufacturing, which require a particular technology, marketing, product design, and the search for know-how (Prahalad and Hamel 1990: 79-91).\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\r\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\nSuch an outsourcing strategy has a number of advantages, among which quality improvement, a greater focus on managing other core competencies, a greater flexibility and leverage regarding resources, along with the possibility of entering new markets, even ones with a high rate of development.\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\r\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\nThis article analyzes the fundamental stages for an outsourcing strategy. It will demonstrate how, in order to achieve an outsourcing strategy, it is necessary to include outsourcing in the general strategy, gather suitable information for choosing the outsourcer, negotiate the contract with the supplier, choose the type of relationship to have with the supplier, and, finally, plan the transfer of activities and functions from the outsourcee to one or more outsourcers or providers.\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\r\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\noutsourcing, outourcing decision, strategic perspective, outsourcing contract, contract negotiation, outside information, organizational culture

    "Interessi visivi" e strumenti della critica: Carte d'archivio per un profilo di Michael Baxandall

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    This thesis outlines a profile of Michael Baxandall (1933-2008) which highlights two main aspects of his work as an art historian and critique: the importance attached to the 'visual interest' of the works of art and the author's sustained reflection about critical methodology. Both these aspects are summarized in the title of the thesis. «Visual interests» refers to Baxandall's approach to the visual arts, which moves from an urgent close observation of the artefact to its moral relevance. «Critical tools» describes Baxandall's methodological reflection: declining the theoretical debate, the author focuses on a more fundamental set of practical problems concerning the activity of verbalising and conceptualising the visual interests of the works of art. Such features are revealed by the analysis of the Baxandall papers (The Papers of Micheal Baxandall (Department of Manuscripts and University Archives della University Library di Cambridge), on which the thesis is based. The collection, that has increased between 2009 and 2013, amounts to 134 folders arranged in eight series: (MS Add. 9843/1) Biographical; (MS Add. 9843/2) Appointments and Roles; (MS Add. 9843/3) Personal Correspondence; (MS Add. 9843/4) Lecture & Symposium Invitations; (MS Add. 9843/5) Lectures; (MS Add. 9843/6) Conferences and Symposiums; (MS Add. 9843/7) Publications; (MS Add. 9843/8) Research notes. The papers have been rearranged in a chronological order and then analysed within a biographical framework which has been reconstructed from the study of the biographical sources and the interviews dating to 1994, 1998, 1999 and 2008. The comparison between Baxandall's manuscripts and his edited works has revealed a vast quantity of research materials and draft papers devoted to lectures, conferences and publications, which have been studied. According to the chronological organisation of the research materials, Baxandall intellectual activity has been subdivided into four phases: (Chapter 1: 1951-1958) the passage from the literary education to the history of art; (Chapter 2: 1959-1971) the first researches at Warburg Institute; (Chapter 3: 1972-1985) the cultural and social history of art; (Chapter 4: 1986-2006) Berkeley and the renewed interest in visual perception. Each of these stages is characterised by prevailing themes or methodological choices. Chapter 1 deals with Baxandall's juvenile reflections about the respective limits and possibilities of literary criticism and the history and criticism of art. Chapter 2 reconstructs Baxandall's first researches at the Warburg Institute, which are characterised by a concern with 'visual languages' and lead to his first publications. Chapter 3 analyses the activity of the Seventies and the Eighties, which is focused on the theme of 'visual culture' and is characterised by a thorough confrontation with historiographical methodology. Chapter 4 highlights the importance of the science of vision in art criticism both in Baxandall's last publications and teaching activity, especially after his move to Berkeley University
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