.... Two cases are presented, each based on the key assumptions and foundations which underpin one of the two contrasting paradigms. Concludes by exploring the key issues of conjunction and disjunction between the two paradigms of organisational self‐assessment, and proposes a framework within which...

... for strategic development and effectiveness, and suggests a new management paradigm is necessary if IiP accreditation is to be achieved. Low absenteeism, staff turnover and lost time due to accidents. High quality, low waste and rejects. Delivery conformance, better inventory management. More ideas...