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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.
About the author
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.
