Cost-Effective Organization: How to Create It, how to Maintain It

Sharon L. Smith, Vice President, Product Management, BlueCross and BlueShield of Massachusetts
. . . in an era when customer demands and competitive pressures have never been greater, operating in a cost-effective manner has become more critical than ever before. Your book is an invaluable tool. . . and serves as a virtual encyclopedia of cost-control techniques. Any business manager who is interested in meeting the competitive challenges of the 1990s and beyond should read, and re-read, this important book.


Robert B. Marshall, Principal, Marshall Group, Inc.
Your book introduces a fresh alternative. . . by describing the tools and techniques necessary to make cost control a permanent part of the organization's culture. . . . I highly recommend this book to any business executive who is serious about keeping expenses permanently under control.


Sharon L. Smith, Vice President, Product Management, BlueCross and BlueShield of Massachusetts.
"In an era when customer demands and competitive pressures have never been greater operating in a cost-effective manner has become more critical than ever before. Your book is an invaluable tool. . . and serves as a virtual encyclopedia of cost-control techniques. Any business manager who is interested in meeting the competitive challenges of the 1990s and beyond should read, and re-read, this important book."


Robert B. Marshall, Principal, Marshall Group, Inc.
"Your book introduces a fresh alternative . . . by describing the tools and techniques necessary to make cost control a permanent part of the organization's culture . . . I highly recommend this book to any business executive who is serious about keeping expenses permanently under control."


Book Description
The Cost-Effective Organization addresses two related subjects: how to conduct a thorough analysis of an organization to identify and eliminate unnecessary expenses and how to ensure that those expenses don't creep back into the organization's budget, once it has gone through the difficult and painful process of cost reduction. Hickel discusses the need for vigilant management and the cooperation of all employees of a company during all phases of the business cycle. Human factors are important in the business cycle since, when times are good, there is a tendency to overspend, and when times are bad, there is a tendency to pull back. The negative effects of these cycles on the quality and timeliness of the work soon becomes intolerable to managers, employees, and most important, to customers. The success of such a program leads to higher pay and greater job satisfaction for everyone in the company.


About the Author
James K. Hickel is Manager for Andersen Consulting in Washington, D.C. He has provided consulting services to organizations such as the Salt River Project, the American Nuclear Energy Council, and The Department of Energy. He has lectured and given seminars throughout the United States and has written for publications including the Journal of Business Strategy and the Journal of Communications. Hickel holds a B.A. from George Washington University, an M.B.A. from Case Western Reserve University, and a J.D. degree from American University.


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