Peters and Waterman Revisited : The Unended Quest for Excellence  

Oleh:

Ireland, R. Duane ; Michael, A. Hitt

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 1 no. 2 (May 1987), page 91-98.
Topik: performance excellence; peters and waterman revisited; unended quest; excellence
Fulltext: AA4_01-02_Michael A. Hitt.pdf (1.49MB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Tom Peters and Robert Waterman's in search of excellent has sold more than five million copies rather quickly it has become one of the most often quoted books on the popular management literature. Many business firms reportedly are attempting to conform to the eight principles of excellence the book identifies. Daniel carroll proposes that it is the informal manner in which peters and waterman present what appears to be practical mangerial advice that is appealed to business people. This style of presentation and relatively uncomplicated approach to practicality is carried a step further in the peters and nancy austin sequel. A passion for excellence. Here the authors suggest that only four not eight attributes must be mastered for a firm to achieve excellence. Although this book has been critizid for failing to break much new ground, it has sold many copies. Peter drucker proses that it is the reduction of complex business problems to a small number of seemingly practical actions that is attractive to american managers. But despite the commercial success and general acceptance of in search of excellence, concern about it has been expressed, Carroll for example, criticized peters and waterman for their failure specify precisely how the excellent companies were analyzed and how the eight attributes of excellence were identified. He also suggested that the authors' supporting evidence (an ocassional reference to financial analysis, a series of anecdotes about companies, and quotes from executives) was incomplete and even wondered if the companies were actually visited and how the judgements and findings were synthesized and corraborated. carol concluded his review of the book with the suggestion that the authors' dependence on secondary sources and potentially defective research design disallowed any contirbution the work may have made to management theory.

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