東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

A Quantitative Study Examining the R...

Brunozzi, Jeffrey R.

FindBook

Google Book

Amazon

博客來

A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results./
作者:	Brunozzi, Jeffrey R.
面頁冊數:	125 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
Contained By:	Dissertation Abstracts International77-09A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10107598
ISBN:	9781339709987

A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results.
Brunozzi, Jeffrey R.

A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results. - 125 p.

Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.

Thesis (D.B.A.)--Northcentral University, 2016.

The use of continuous improvement processes in manufacturing has increased dramatically as businesses look to gain efficiency and improve financial return in an increasingly competitive world market. The problem examined in this study was a lack of understanding regarding the impact of various leadership styles on the implementation of the continuous improvement technique Lean Six Sigma in manufacturing. The purpose of this quantitative, correlational dissertation study was to examine the relationship between manager's leadership style and the success of Lean Six Sigma continuous improvement implementation in multiple manufacturing facilities in the United States. The participants were 157 front-line supervisors from a large, multi-facility, industrial and defense products manufacturer, with locations across all geographic areas of the United States, that have implemented Lean Six Sigma continuous improvement techniques with both successful and failed implementations. The results included that (a) a manager's level of transformational leadership, transactional leadership, and laissez-faire leadership did not correlate with cost reduction in Lean Six Sigma implementations and (b) a manager's level of transformational leadership, transactional leadership, and laissez-faire leadership did not predict the achievement of desired cost reductions in Lean Six Sigma implementations when controlling for age, gender, ethnicity, and years in the organization. Recommendations for future researchers include (a) needed examination of various types of manufacturing environments separately rather than combined in a single group, (b) evaluation of other similar continuous improvement methods, (c) examination of the impact of leadership style on Lean Six Sigma implementation in non-manufacturing environments, (d) development of more comprehensive models of leadership style and program success that take into account additional variables, and (e) further exploration of why managers with less tenure in the organization may be more able to facilitate change. Organizational managers should look beyond or outside of leadership traits when selecting managers and should understand that managers who have less experience with the organization may be in a better position to implement cost reduction programs.

ISBN: 9781339709987Subjects--Topical Terms:

516664
Management.

A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results.
LDR:03267nmm a2200289 4500 001 2114849
005 20161128141924.5
008 180830s2016 ||||||||||||||||| ||eng d
020 $a 9781339709987
035 $a (MiAaPQ)AAI10107598
035 $a AAI10107598
040 $a MiAaPQ $c MiAaPQ
100 1 $a Brunozzi, Jeffrey R. $3 3276461
245 1 2 $a A Quantitative Study Examining the Relationship between Management's Leadership Style and Lean Six Sigma Implementation Results.
300 $a 125 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-09(E), Section: A.
500 $a Adviser: Leslie Curda.
502 $a Thesis (D.B.A.)--Northcentral University, 2016.
520 $a The use of continuous improvement processes in manufacturing has increased dramatically as businesses look to gain efficiency and improve financial return in an increasingly competitive world market. The problem examined in this study was a lack of understanding regarding the impact of various leadership styles on the implementation of the continuous improvement technique Lean Six Sigma in manufacturing. The purpose of this quantitative, correlational dissertation study was to examine the relationship between manager's leadership style and the success of Lean Six Sigma continuous improvement implementation in multiple manufacturing facilities in the United States. The participants were 157 front-line supervisors from a large, multi-facility, industrial and defense products manufacturer, with locations across all geographic areas of the United States, that have implemented Lean Six Sigma continuous improvement techniques with both successful and failed implementations. The results included that (a) a manager's level of transformational leadership, transactional leadership, and laissez-faire leadership did not correlate with cost reduction in Lean Six Sigma implementations and (b) a manager's level of transformational leadership, transactional leadership, and laissez-faire leadership did not predict the achievement of desired cost reductions in Lean Six Sigma implementations when controlling for age, gender, ethnicity, and years in the organization. Recommendations for future researchers include (a) needed examination of various types of manufacturing environments separately rather than combined in a single group, (b) evaluation of other similar continuous improvement methods, (c) examination of the impact of leadership style on Lean Six Sigma implementation in non-manufacturing environments, (d) development of more comprehensive models of leadership style and program success that take into account additional variables, and (e) further exploration of why managers with less tenure in the organization may be more able to facilitate change. Organizational managers should look beyond or outside of leadership traits when selecting managers and should understand that managers who have less experience with the organization may be in a better position to implement cost reduction programs.
590 $a School code: 1443.
650 4 $a Management. $3 516664
650 4 $a Organization theory. $3 2122787
650 4 $a Business administration. $3 3168311
690 $a 0454
690 $a 0635
690 $a 0310
710 2 $a Northcentral University. $b School of Business and Technology Management. $3 2099493
773 0 $t Dissertation Abstracts International $g 77-09A(E).
790 $a 1443
791 $a D.B.A.
792 $a 2016
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10107598