Employee involvement, pollution control and pieces to the puzzle [ 105 ] Dow Chemical, among others, has become famous at reducing waste and enhancing the bottom line. Dow management and employees have generated literally millions upon millions of savings through their energy conservation and Waste Reduction Always Pays programs (WRAP). For instance, in 1992 alone they saved over $20 million, and the average return on investment was 111 percent (Nelson, 1992, p. 7). These savings, in large part, have occurred because of employee involvement. Impressive results like those of Dow Chemical can only occur if employees accept continuous waste reduction as part of their daily responsibilities. It should not come as a shock. Employee involvement (EI) is critical to good quality, productivity, and profit making. Why should it not also be critical to pollution control? A pilot study Recently an anonymous questionnaire to some of the best known pollution reducing companies in the world was sent by the author. It was pilot testing, so it could be fine

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Innovation has always been at the centerpiece of competitiveness. Experimentation, exploration and a drive to maximize resources is as essential for companies as it is for nations and our whole species. Many of the lessons for how to best innovate can be drawn from nature herself. The Cambrian explosion provides a good blueprint for how innovations occur. It shows us that true innovation often occurs in sudden dynamic shifts. It is not one of continual or gradual improvements but rather "lumpy" improvements. It is these sudden competitive changing innovations that open up and close out vast areas of commerce. Unfortunately, we never know where these competitive changing innovations will occur, so it is best to be ever vigilant and explore not only main lines of inquiry but also by-products. Often, it is these by-products that turn out to be the competitive shifting innovations.

PurposeTo identify the risk of poor performance measurement including the fact that executives can easily develop bottom‐line myopia where performance is judged solely on monthly or quarterly numbers, to the exclusion of all other indicators of performance. The paper also identifies why relevant non‐financial measures, remain in the realm of more talk than action and what can be done about it.Design/methodology/approachLooks at various measurements, both financial and non‐financial, that are made within the business environment.FindingsAn information system needs a set of rules and procedures to govern the collection, analysis, and distribution of this information. Intangibles and subjectivity is a casualty of current performance when there is excessive reliance on financial or other dated objective data. Narrowing down, define, and then managing a few critical performance indicators essential to improvement. Use specific quantifiable objectives.Practical implicationsAnyone wanting an organization to function as a cohesive unit will need to identify key performance measures. Anything can be measured. What is more important is to measure relevant and specific things. Look at your inputs, process and outputs, and identify ways of measuring those things relevant to your ultimate objective of your group.Originality/valueServes as a reminder that anything can be measured. Highlights the importance of measuring those things relevant to your ultimate objective in order to achieve that objective.

Purpose -The purpose of this paper is to improve the chances of success of a virtual team. Design/methodology/approach -The paper is a review of the formation, problems, and opportunities in setting up a virtual team. Findings -The paper finds that the biggest problem concerns that of getting people to work together using a common language and having common goals. There are also issues with keeping a team on track. Key to solving many of these problems is the appropriate use of the new information and communication technologies. Practical implications -In this paper, it is shown that installing groupware supplies some of the answers. Alongside this, there is a need for benchmarks, measures, and clear visions of what is expected. Continuous feedback is required, to update and keep all members within the loop. Originality/value -The paper shows a fresh roundup of making the most of the intranet for successful teams who are in different locations

The environment is the source of many discussions in America’s board rooms. Most of the conversations probably center around cost containment, dealing with new regulations or reacting to unexpected problems. Some conversations may even revolve around how to “cash in” on the public’s concern for the environment. All of these discussions are normal, but also are increasingly becoming outdated. Companies that see the environment as a cost rather than a chance to gain a competitive advantage are perhaps missing the best opportunity of the 1990s. In the 1980s, quality was the vehicle that delivered greater profits and market share, but many businesses were late to recognize the fact that quality is a profit issue, not a cost issue. It was only the success of the Japanese and consumer pressure that created the quality revolution. Today, it is the environment that holds enormous potential for business, but until recently business was in a reactive not proactive mode. In order to be able to use the environment as a competitive weapon, business needs to begin where it should always begin, its customers.

Paul Banas, manager of employee development and planning at Ford Motor Company, notes that "Employee commitment ... is the bedrock of all corporate strategies" and that corporations' "plans for the future will succeed or fail depending on how well the total employee team responds to them'' [1]. The real key to whether organizations will be successful in the future will depend on whether these employees' managers can learn how to obtain this employee commitment. Earlier, we underscored the importance of obtaining commitment through employee involvement. There is also another means of securing employee commitment.Paul Banas of Ford, stresses that:There also is great value in providing employees with meaningful opportunities for professional and personal development. It is the natural complement to employee cooperation and commitment. The more sophisticated, the more knowledgeable, and the more capable the members of the team are, the more they can contribute. A better educated and developed workforce is vital not only to an employee's future but is critical for our nation as well. Life-long learning will be a requirement for every employee [1]. Joint Employee Development and TrainingFord Motor Company and its union, the United Auto Workers (UAW), have developed a unique and comprehensive approach to employee training and development. In 1982, Ford and UAW

Research on mission statements has shown considerable variability in their value as well as equal disagreement about their value. Mission statements and strategic objectives are often created in the hope that they can help push the organization toward some desired destination. Every person and every organization needs to have a clear destination for their group or organization, but it will require finding better vehicles than simple mission statements. Successful organizations should probably spend 90 percent of their time keeping people focused and 10 percent figuring out how to get there. Ineffective organizations tend to spend 90 percent of their time making rules, regulations, and procedures. Asking good questions is a fine start, but it also takes hard work and continual feedback; otherwise, you end up with a lifeless mission statement. It may not be essential for the entire group to think as one or to reach a complete agreement or singularity about what they are supposed to be about, but the process of continually monitoring and evolving this process is essential.