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	<title>Management Excellence &#187; Organizational Transformation</title>
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	<link>http://artpetty.com</link>
	<description>Art Petty on Leadership, Management and Professional Development</description>
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	<copyright>copyright by Art Petty, 2011 </copyright>
	<managingEditor>art.petty@artpetty.com (Art Petty)</managingEditor>
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		<title>Management Excellence</title>
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	<itunes:subtitle>Leadership Caffeine Podcast</itunes:subtitle>
	<itunes:summary>Host Art Petty interviews leaders, leadership authors, management thinkers and other professionals about creating high performance teams and organizations and developing effective leaders at all levels, during this weekly program. The goal is to share practical, powerful ideas to help listeners improve their performance and the performance of their teams and organizations.</itunes:summary>
	<itunes:keywords>Caffene, Ldrshp, Profesional, Dev, Ledership, Ldrshp, Caffeine, Proff&#039;l, Dev</itunes:keywords>
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	<itunes:category text="Business">
		<itunes:category text="Management &#38; Marketing" />
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	<itunes:author>Art Petty</itunes:author>
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		<itunes:name>Art Petty</itunes:name>
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		<item>
		<title>Sixty Years of Deming and American Managers Forgot to Pay Attention</title>
		<link>http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/</link>
		<comments>http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/#comments</comments>
		<pubDate>Mon, 22 Dec 2008 01:01:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Crisis Leadership]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Surviving Lousy Leaders]]></category>
		<category><![CDATA[14 Points]]></category>
		<category><![CDATA[American Workers]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[Deadly Management Diseases]]></category>
		<category><![CDATA[Deming]]></category>
		<category><![CDATA[Detroit]]></category>
		<category><![CDATA[Japanese Managment Practices]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Out of the Crisis]]></category>
		<category><![CDATA[Poor Management Practices]]></category>
		<category><![CDATA[quality]]></category>
		<category><![CDATA[Theory of Profound Knowledge]]></category>
		<category><![CDATA[U.S. automakers]]></category>
		<category><![CDATA[w. edwards deming]]></category>
		<category><![CDATA[Wall Street]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=731</guid>
		<description><![CDATA[Dr. Deming indicated that he hoped one of his life’s accomplishments was to keep American companies from committing suicide.  The public spectacle of Detroit and Wall Street committing suicide in the same quarter would indicate that he failed in his mission. Deming’s Theory of Profound Knowledge and 14 points offered (and still do) keys to many of the answers.  They are not prescriptive, but rather they combine to create a philosophical approach to running a business, that if adhered to, will stand a chance of succeeding for customers, workers and partners on a global stage.<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/12/21/sixty-years-of-deming-and-american-managers-forgot-to-pay-attention/' addthis:title='Sixty Years of Deming and American Managers Forgot to Pay Attention ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>6</slash:comments>
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		<item>
		<title>Sustaining Performance Excellence in Business and in Life</title>
		<link>http://artpetty.com/2008/11/24/sustaining-performance-excellence-in-business-and-in-life/</link>
		<comments>http://artpetty.com/2008/11/24/sustaining-performance-excellence-in-business-and-in-life/#comments</comments>
		<pubDate>Mon, 24 Nov 2008 22:00:22 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Andy Grove]]></category>
		<category><![CDATA[Baldrige]]></category>
		<category><![CDATA[Best Practices in Change Management]]></category>
		<category><![CDATA[best practices in leadership]]></category>
		<category><![CDATA[Blogs on Change Management]]></category>
		<category><![CDATA[Circuit City]]></category>
		<category><![CDATA[Ford]]></category>
		<category><![CDATA[GM]]></category>
		<category><![CDATA[leadereship]]></category>
		<category><![CDATA[Motorola]]></category>
		<category><![CDATA[Only the Paranoid Survive]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[Performance Excellence]]></category>
		<category><![CDATA[Six Sigma]]></category>
		<category><![CDATA[Sustaining Change]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=445</guid>
		<description><![CDATA[It genuinely bothers me when organizations spend years and untold dollars reinventing themselves and succeeding with a quality framework (i.e. Baldrige or Six Sigma) only to show up in the business press as an organization fighting for survival. Achieving milestones and winning awards helps reinforce the progress on the journey, but leaders at all levels have to foster a culture that is perpetually dissatisfied.   The fact is that the market never sleeps, customer issues/needs change constantly and there are always competitors interested in taking your share of the customer’s budge<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/11/24/sustaining-performance-excellence-in-business-and-in-life/' addthis:title='Sustaining Performance Excellence in Business and in Life ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Do Your Employees Truly Believe That They Can Make A Difference?</title>
		<link>http://artpetty.com/2008/08/12/do-your-employees-truly-believe-that-they-can-make-a-difference/</link>
		<comments>http://artpetty.com/2008/08/12/do-your-employees-truly-believe-that-they-can-make-a-difference/#comments</comments>
		<pubDate>Tue, 12 Aug 2008 14:32:39 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[employee malaise]]></category>
		<category><![CDATA[Employees]]></category>
		<category><![CDATA[malaise]]></category>
		<category><![CDATA[Organizational Transformation]]></category>
		<category><![CDATA[quality]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/08/12/do-your-employees-truly-believe-that-they-can-make-a-difference/</guid>
		<description><![CDATA[The survey of Fortune 500 employees offered an interesting insight into what your employees might really be thinking while you as a leader are delivering yet again, another of your famous “take risks, innovate, create and you are empowered” pep talks.  The survey results said that 79% of respondents understood that they were accountable for “taking initiative and bringing about change,”40% of the respondents indicated: “they do not believe that they can make a personal contribution.”
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		<slash:comments>1</slash:comments>
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