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Rediscovering Value [Elektronisk resurs] Leading the 3-D Enterprise to Sustainable Success.

Rummler, Geary A. (författare)
Ramias, Alan J. (författare)
Wilkins, Cherie L. (författare)
ISBN 9780470933343
Publicerad: Hoboken : John Wiley & Sons, 2011
Engelska 1 online resource (358 p.)
  • E-bok
Innehållsförteckning Sammanfattning Ämnesord
  • Cover; Contents; Title; Copyright; List of Figures and Tables; Dedication; Foreword; Acknowledgments; About the Authors; Introduction; Part One: The 3-D Concept; Chapter One: Three Dimensions of an Organization; Some Basic Assumptions About Organizations; The Value Machine; Outline of This Book; Chapter Two: The Value Dimension; Definition of a Process; The Value Creation System; Chapter Three: The Resource Dimension; Silos and Organizational Evolution; Life in the Resource Dimension; Why the Resource Dimension Predominates; The Persistence of Functional Silos. 
  • Chapter Four: Managerial Practices in a One-Dimensional OrganizationIntroduction to Belding; Current Performance Planning System; Current Performance Management System; Performance Management Model; Part Two: The CEO's Agenda; Chapter Five: Two-Dimension Management; The CEO's Agenda; Define the Need for Action; Chapter Six: Making the System Visible; The Value Creation Hierarchy; Value Creation Architecture Definition; Chapter Seven: Demonstrating How; The Executive PIP; The Order-to-Cash Process Improvement Project; Chapter Eight: Evolution of a Management System; Management System, Stage I. 
  • Pros and Cons of the Stage I Management SystemProcess Management, Stage II; Chapter Nine: Performance Planned; Performance Planning System; Defining the Roles of Management; The Planning Process; Features of This Planning Process; A Difference in Managerial Behavior; Owens' Focus in Stage I; Owens' Approach for Stage II; Chapter Ten: Performance Managed; Performance Managed; The Management Process; Features of This Management Process; Performance Support; The CEO's Focus in Stage I; The CEO's Approach in Stage II; The Bottom Line; Chapter Eleven: What It Will Take; What the Leader Must Do. 
  • Systemic Changes to Support the 3-D EnterpriseManagement Support; Toward 2-D Management; Part Three: A Closer Look at Belding; Chapter Twelve: Belding Case Tools, Stage I; Super-System Map; Cross-Functional Value Creation System Map; Business Process Framework; Value-Resource Detail Chart; Chapter Thirteen: Belding Case Tools, Stage II; Value Creation Architecture Maps; Performance Planned and Managed; Chapter Fourteen: Return to Belding Engineering; Scenario 1; Scenario 2; Scenario 3; Scenario 4; Scenario 5; Scenario 6; The Final Scenario; The Bottom Line; Afterword; Endnotes; Index. 
  • "To paraphrase a number of philosophers, the major challenge any executive or manager (and especially any CEO) faces is that his or her experience of the reality of the organization is not the same as the reality itself. How then does an executive: 1) develop a more accurate and complete representation of the organization, 2) identify critical business issues and improvement opportunities across this system, 3) design a way forward, and 4) install the feedback and measurement mechanisms necessary to ensure the organizational system delivers the performance and stays on course? This is where th 


Industrial management. 
Organizational effectiveness. 
System analysis. 
Value added. 


Electronic books.  (LCSH)


HD58.9.R86 2011 (LCC)
658.4 (DDC)
Qbab (kssb/8 (machine generated))
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