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EBOOKCENTRAL_on1202468298 |
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OCoLC |
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20240329122006.0 |
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201031s2020 xx o ||| 0 eng d |
040 |
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|a EBLCP
|b eng
|c EBLCP
|d YDX
|d OCLCQ
|d REDDC
|d OCLCO
|d OCLCL
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019 |
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|a 1201225469
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020 |
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|a 9781000217735
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|a 1000217736
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|z 0367903040
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|z 9780367903046
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035 |
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|a (OCoLC)1202468298
|z (OCoLC)1201225469
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050 |
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4 |
|a HD58.8
|b .S785 2021
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082 |
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4 |
|a 658.4/08
|q OCoLC
|2 23/eng/20230216
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049 |
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|a UAMI
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100 |
1 |
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|a Strobel, Brian.
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245 |
1 |
0 |
|a Pursuing Excellence
|h [electronic resource] :
|b A Values-Based, Systems Approach to Help Companies Become More Resilient.
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260 |
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|a Milton :
|b Productivity Press,
|c 2020.
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300 |
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|a 1 online resource (218 p.)
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500 |
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|a Description based upon print version of record.
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505 |
0 |
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|a Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Acknowledgments -- Prologue -- Introduction -- A Story from the Past -- Applying the Book's Concepts -- The Lens of Operational Excellence -- Part I: Things that are and that Could be -- Chapter 1 Start with the Beginning but Focus on the End -- A Very Brief History of Excellence -- Quality Management Principles -- Continuous Improvement -- What Operational Excellence Looks Like -- Values and Beliefs -- Culture -- Leadership and Strategy -- Systems and Structures -- Marketspace -- People
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505 |
8 |
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|a Processes -- Products -- Customer Experience -- Communicating Our Intent -- Leading the Movement to Excellence -- Part II: Things we don't See -- Chapter 2 Validating Our Values and Beliefs -- What we Believe and Value -- Documenting what we Believe -- Measuring what we Value -- Chapter 3 Honing Our Culture -- The Way Things Get Done Around here -- Learning -- Friction -- Victimhood -- Deviance -- Toxicity -- Chapter 4 Clarifying Our Leadership -- Leadership Versus Management -- Leadership Style -- Management Skills -- Decision-Making -- Chapter 5 Aligning Our Strategy -- Alignment
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505 |
8 |
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|a Goals and Objectives -- Organizational Strategy -- Strategic Goal Deployment -- Chapter 6 Integrating Our Systems and Structures -- Systems Thinking -- Managing Complexity -- Risk and Opportunity Thinking -- Our Changing Organizational Construct -- Fragile VERSUS Robust -- Chapter 7 Understanding Our Marketspace -- Market Life Cycles and Leadership -- Black Swans, Blue Oceans, and Red Herrings -- Quality 4.0 -- Part III: Things we do See -- Chapter 8 Engaging Our People -- The Business of People -- Engagement -- Empowerment -- Accountability -- Teamwork and Individualism
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505 |
8 |
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|a Chapter 9 Improving Our Processes -- Our Written Rules for how Work Gets Done -- Why Good People do Bad Things -- Problem-Solving -- Chapter 10 Realizing Our Products -- Why Dominates what -- Design Thinking -- Innovation -- Quality Assured -- Part IV: Things the Customer Sees -- Chapter 11 Optimizing the Customer Experience -- The Purpose of Business -- Customer Assurance -- Internal Versus External Focus -- An Example of Excellence -- Part V: Why these Things Matter -- Chapter 12 Application -- Cost, Price, and Value -- Analytics -- Measuring Performance -- Management Systems -- Conclusion
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505 |
8 |
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|a Epilogue -- Notes -- Author
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590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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650 |
|
0 |
|a Organizational effectiveness.
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650 |
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0 |
|a Organizational change.
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650 |
|
0 |
|a Organizational behavior.
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650 |
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6 |
|a Efficacité organisationnelle.
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650 |
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6 |
|a Changement organisationnel.
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650 |
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6 |
|a Comportement organisationnel.
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758 |
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|i has work:
|a Pursuing excellence (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCFydjgkM7YWWcmm8GbmMvb
|4 https://id.oclc.org/worldcat/ontology/hasWork
|
776 |
0 |
8 |
|i Print version:
|a Strobel, Brian
|t Pursuing Excellence : A Values-Based, Systems Approach to Help Companies Become More Resilient
|d Milton : Productivity Press,c2020
|z 9780367903046
|
856 |
4 |
0 |
|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=6374122
|z Texto completo
|
938 |
|
|
|a ProQuest Ebook Central
|b EBLB
|n EBL6374122
|
938 |
|
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|a YBP Library Services
|b YANK
|n 301633801
|
994 |
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|a 92
|b IZTAP
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