Continuously Improving an Organization's Performance

High-Speed Management

By Donald P. Cushman & Sarah Sanderson King

Subjects: Business Communication
Series: SUNY series in Management-Communication
Paperback : 9780791433126, 158 pages, May 1997
Hardcover : 9780791433119, 158 pages, May 1997

Alternative formats available from:

Table of contents

List of Figures

List of Tables


1. The Environment which Gave Rise to High-Speed Management

2. High-Speed Management Principles and Practices

Part 1: Organizational Integration Processes

3. High-Speed Management Leadership

4. High-Speed Management Corporate Culture

5. High-Speed Management Teamwork

Part 2: Organizational Coordination Processes

6. Self-Managed Teamwork

7. Cross-Functional Teamwork

8. Benchmarking Teamwork

9. Negotiated Linking Teamwork

10. The Look Ahead



This practical guide for managers demonstrates when, where, and how to implement significant organizational change through teamwork.


This practical hands-on tool kit for managers demonstrates when, where, and how to implement significant organizational change through teamwork. The use of self-managed, cross-functional, benchmarking, and outside linking teams by high-performance firms is employed in a case study format.

Donald P. Cushman is Professor of Communication at State University of New York at Albany, and coeditor of the SUNY series, Human Communication Processes. Sarah Sanderson King is Professor of Communication at Central Connecticut State University, and coeditor of the SUNY series in International Management. Among the books the two have written are Political Communication: Engineering Visions of Order in the Socialist World; High-Speed Management and Organizational Communication in the 1990s: A Reader; Communicating Organizational Change: A Management Perspective; Communication and High-Speed Management; and Lessons from the Recession all published by SUNY Press.


"This book provides an excellent, concise summary of the major managerial tools available to organizational leaders and managers in adapting to the pressures and crises of a rapidly changing and competitive global market place, and fully meets its objective to serve the training needs of managers in seminars designed around these concepts. There is no other book on high-speed management and related managerial concepts which has been produced for the practicing manager." — Richard J. Dieker, Western Michigan University

"It presents in a concise fashion the philosophical and theoretical level of high-speed management. It then devotes sufficient attention to the operationalization of the high-speed management framework—it operationalizes organizational integration processes (leadership, corporate culture, and teamwork) and coordination processes (self-managed, cross-functional, benchmarking, and outside linking teamwork) in terms of practical, useful communication strategies and tools. In addition, the use of such tools is illustrated by case studies of some of the best run corporations in the world." —Branislav Kovacic, University of Hartford