Continuously Improving an Organization's Performance: High-Speed Management
This practical hands-on tool kit for managers demonstrates when, where, and how to implement significant organizational change through teamwork. The use of self-managed, cross-functional, benchmarking, and outside linking teams by high-performance firms is employed in a case study format.
What people are saying - Write a review
We haven't found any reviews in the usual places.
The Environment which Gave Rise to HighSpeed Management
HighSpeed Management Principles and Practices
Organizational Integration Processes
HighSpeed Management Leadership
HighSpeed Management Corporate Culture
HighSpeed Management Teamwork
Organizational Coordination Processes
Other editions - View all
analysis behavior best practices billion business processes capabilities Cause-and-Effect Diagram coalignment process continuous improvement programs coordination core corporate climate corporate culture cost create critical success factors cross-functional teams cross-functional teamwork Crotonville CSFs Cushman deﬁne develop effective efﬁcient employ employees environment environmental scanning ﬁnancial ﬁrm’s value chain ﬁrms ﬁrst ﬂexible ﬂow focus Force Field Analysis Ford Ford Motor Corporation functional GE’s global goals high-speed management implement increase individual inﬂuence information and communication integration internal benchmarking involved Jack Welch Japan joint venture L. L. Bean leader leadership style linkages linking manufacturing market shares ment mission monitoring NUMMI operationalized organization organization’s Paciﬁc Rim percent problem proﬁts rapid reengineering self-managed teams signiﬁcant skills speciﬁc speed management speed-to-market strategy sustainable competitive advantage targets task team members team’s tion tional Toyota Motors units value chain theory value-added vision workers world-class benchmarking Xerox