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200316s2020 nyu o 000 0 eng d |
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|a UKMGB
|b eng
|e rda
|e pn
|c UKMGB
|d OCLCO
|d OCLCF
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|a GBC043964
|2 bnb
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|a 019751990
|2 Uk
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|a 9781000077599
|q (ePub ebook) :
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|a 1000077594
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|z 9781420089790 (PDF ebook)
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|z 9781000077667 (Mobipocket ebook)
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|z 9780429271656 (ebook)
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|a 10.4324/9781420089790
|2 doi
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|a UKMGB
|b 019751990
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|a (OCoLC)1158109676
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|a 9781000077599
|b Ingram Content Group
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|a 658.4063
|2 23
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|a UAMI
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|a Floyd, Raymond C.,
|e author.
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|a A culture of rapid improvement :
|b creating and sustaining an engaged workforce /
|c Raymond C. Floyd.
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| 250 |
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|a 1st.
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| 264 |
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|a New York :
|b Productivity Press,
|c 2020.
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| 300 |
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|a 1 online resource
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| 336 |
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|a text
|2 rdacontent
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|a computer
|2 rdamedia
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| 338 |
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|a online resource
|2 rdacarrier
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| 500 |
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|a <b>Industrial Culture: The Human Side of Change</b> <br>Improve the Performance of Your Business by Creating a New Industrial Culture <br>The Importance of a Culture of Rapid Improvement <br>How Your Culture Affects the Potential for Improvement <br>How Culture Is Influenced by Strategy <br>A Simple Model of Culture <br>Element 1: Values <br>Element 2: Beliefs <br>Element 3: Behavior <br>Element 4: Rituals <br>How to Use This Simple Model of Culture <br>Designing a Corporate Culture <br>Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized <br>Summary <br><b>Section I: Establish the Values and Beliefs of Your New Culture</b> <br><b>Strategy: The Values and Beliefs of an Industrial Culture</b> <br>Establishing Strategic Goals for Your Organization <br>Establishing Your Organization's Tactical Goals <br>Setting Strategic Goals Is the Responsibility of the Senior Leader <br>A Process for Establishing Strategic Goals <br>Look Outside Your Organization <br>Evaluate Your Customers and Competitors <br>Consider the Owners of Your Business <br>Do Not Forget to Consider Your Employees <br>Assess the Needs of Your Organization's Community <br>Next, Look Inside Your Organization <br>Analyze the Gap between Your Current Capabilities and Your Future Requirements <br>Write Your Goals <br>1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing <br>2. Strategic Goals Have a Directionally Correct Statement of Future Needs <br>3. Strategic Goals Have a Credible Description of Current Capabilities <br>4. Strategic Goals Have a Few Objective Measures That Define Progress <br>5. Strategic Goals Have Interim Tactical Performance <br>Targets to Be Achieved <br>Present Your Goals to Your Organization <br>Conclusion <br>Summary <br><b>3 Making Your Cultural Values Personal</b> <br>A Three-Level View for Translating Goals into Actions <br>The CEO's Three-Level View <br>The Division Managers' Three-Level View <br>Individual Department Managers' Three-Level View <br>A Case Study of the Three-Level View of Translating Goals to Actions <br>Keeping the Whole Team on Board <br>Refreshing Your Goals <br>A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions <br>Summary <br><b>Quality Stations: The Rituals of Your Culture</b> <br>Rituals at Work <br>Using Quality Stations to Implement the Four Rituals of Improvement <br>Ritual 1: Quality Stations Help Show Tactical Goals <br>Ritual 2: Quality Stations Show Activities in Progress <br>Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results <br>Ritual 4: Quality Stations Show Ideas for the Future <br> Details on the Four Rituals of Improvement <br>Ritual 1: Show the Tactical Goals of the Team <br>Ritual 2: Show the Projects in Progress <br>Ritual 3: Measure and Communicate Results <br>Ritual 4: Make Ideas for the Future Visible <br>Culturally Appropriate Small-Team Leadership <br>Communications at the Quality Stations <br>Appearance of a Quality Station <br>The Work of a Quality Station <br>Management Quality Stations <br>A Final Word on Quality Stations <br>Summary <br><b>Section II: Engaging People in Your New Culture</b> <br><b>The Objective Elements of Engaging People</b> <br>Creating a Framework That Engages People to Help <br>Element 1: People Need Goals to Achieve <br>Element 2: People Need New Skills to Do New Things <br>Root Cause Analysis <br>Element 3: People Need Time to Work on Improvement <br>Element 4: People Need Access to Resources <br>Providing Funds <br>Small-Event Improvements <br>Element 5: People Need a Structure for Action <br>Summary <br><b>The Subjective Elements That Disrupt Engagement of People</b> <br>What if Improvement Does Not Happen? <br>The Subjective Elements That Disrupt Engagement <br>Element 1: Some Teams Do Not Trust Management <br>Element 2: Some Teams Have Disruptive Members <br>Intentionally Disruptive Team Members <br>Direct Relationships with Management <br>Intentionally Disruptive Individuals <br>Unintentionally Disruptive Team Members <br>Summary <br><b>Section III: The Social Design of Your New Culture</b> <br><b>Understanding the Theory of Industrial Culture</b> <br>Personalities and Personal Cultures at Work <br>Each Business Has a Culture That Defines the Workplace <br>Social Cultures at Work <br>Three Typical Responses to a Dominant Culture <br>1. People of Different Cultures Will Appear to Fit the <br>Dominant Culture at Work <br>2. People of Different Cultures Will Adopt a Neutral Behavior while at Work <br>3. People of Different Cultures Will Resist the Dominant <br>Culture at Work <br>What to Do about These Three Responses to Your Dominant Work Culture <br>Situational Cultures <br>Summary <br><b>The Social Design of a New Culture</b> <br>Social Design in Industry <br>Social Consideration 1: Precision and Timeliness <br>How to Handle Routine Work <br>How to Handle Nonroutine Work <br>When to Begin <br>Social Consideration 2: Collaboration and Teamwork <br>Communicating about Differences within a Team <br>Different Expressions of the Same Family Values <br>Different Interpretations and Assumptions of a Simple Task: Getting the Mail <br>How to Handle Aberrant Behavior <br>Social Consideration 3: Inclusion and Contribution <br>Summary <br><b>Valuing Individuals</b> <br>Five Elements of Valuing Individuals <br>Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable <br>Recognize That Many Personal Qualities Are a Mixed Blessing <br>Element 2: Provide Emotional and Social Support during Cultural Changes <br>Dealing with "Heritage" Issues <br>Establish Affinity Groups <br>Facilitate Meetings of Affinity Groups <br>Unexpected Affinity Groups <br>Establish a Group of "Diversity Pioneers" <br>Element 3: Establish New Policies and Practices for Your New Culture <br>Element 4: Enforcement of Your New Culture's Policies and Practices <br>Element 5: Celebration of Your Cultural Change <br>Summary <br><b>Managing Emotion at Work</b> <br>Exploring Emotions at Work <br>Listen to What Your People Tell You about Their Feelings about Work <br>Everything Is Not Good When Real Change Is Happening <br>Interpreting the Emotions of Change <br>If You Cannot Interpret Emotions at Work, Find Someone Who Can? <br>Interpreting Emotions Is Key to Implementing Successful Change <br>Summary <br><b>SECTION IV: Managing and Sustaining Cultural Change</b> <br><b>How Communication Reflects Your Culture</b> <br>Three Types of Messages from Management <br>1. Delivering News <br>2. Making Statements of Belief and Support <br>3.
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|a Giving Instructions for Action <br>Organizational Implications of Communication: The Role of Senior Management <br>The Role of Middle Managers in Communicating <br>Problem 1: People Do Not Get Your Message <br>Problem 2: Middle Managers Are Disenfranchised <br>Manage and Measure the Communication <br>Summary <br><b>Measuring the Performance of Small Events</b> <br>Principles of Measuring Small-Event and Autonomous Improvement <br>Measuring How Engaged Your People Are in Improving Your Business <br>Using Bulk Measurements to Ensure You Are All Working toward the Same Goal <br>Measuring Visible Results Reinforces an Intuitive Understanding of Performance <br>Make Sure Your Measures Are Consistent and Credible to the People Being Measured <br>Make Your Measurements Direct and Exact <br>Keep Your System Fair and Accurate <br>Create a Subject Matter Expert for Measurement <br>Other Interesting Measurements <br>Useful and Nearly Objective Assessment of Subjective Data <br>Use Bulk Measures When Individual Data Are Not Available <br>Look for Useful Trends in Meaningless Data <br>Defend Your Measures <br>Summary <br><b>Managing the Competence of Your Employees, Especially in</b> <br><b>Business-Critical Roles</b> <br>Early Assessments of Individual Employee Competence <br>Recognizing the Importance of Critical Positions to the Overall Performance of the Organization <br>The Basis of Data Gathering to Assess Employee Competence <br>Measure the Percentage of Critical Positions Occupied by Highly Competent People <br>Measure the Overall Performance of the Organization <br>The Process of Data Gathering to Assess Employee Competence <br>Step 1: Identify the Critical Positions in Your Organization <br>Step 2: Assess the Individuals Working in Your Critical Positions <br>Correlating Personal Competence with Organizational Performance <br>Management Lessons from Competence Assessment <br>F
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|a Description based on CIP data; resource not viewed.
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| 590 |
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|a O'Reilly
|b O'Reilly Online Learning: Academic/Public Library Edition
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| 650 |
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0 |
|a Organizational change.
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| 650 |
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|a Organizational effectiveness.
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| 650 |
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|a Organizational behavior.
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| 650 |
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|a Changement organisationnel.
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| 650 |
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|a Efficacité organisationnelle.
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| 650 |
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|a Comportement organisationnel.
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| 650 |
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7 |
|a Organizational behavior
|2 fast
|0 (OCoLC)fst01047801
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| 650 |
|
7 |
|a Organizational change
|2 fast
|0 (OCoLC)fst01047828
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| 650 |
|
7 |
|a Organizational effectiveness
|2 fast
|0 (OCoLC)fst01047852
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| 856 |
4 |
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|u https://learning.oreilly.com/library/view/~/9781000077599/?ar
|z Texto completo (Requiere registro previo con correo institucional)
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| 994 |
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|a 92
|b IZTAP
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