Continuously Improving an Organization's Performance: High-Speed ManagementThis 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. |
Contents
The Environment which Gave Rise | 1 |
HighSpeed Management Principles and Practices | 11 |
Organizational Integration Processes | 31 |
Organizational Coordination Processes | 89 |
The Look Ahead | 137 |
| 147 | |
| 157 | |
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Common terms and phrases
analysis areas behaviors 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 develop effective employ employees environment environmental scanning explore firm's value chain firms focus focused Force Field Analysis Ford Ford Motor Corporation functional global goals high-speed management implement individual information and communication integration internal benchmarking involved Jack Welch Japan joint venture L. L. Bean leadership style linkages manufacturing mapping market shares ment mission monitoring NUMMI operationalized organization organization's Organizational Change Pareto chart percent problem product quality profits rapid reengineering response self-managed teams skills speed management speed-to-market strategy sustainable competitive advantage Table targets task team members tion tional Toyota Motors transformational types units value chain theory value-added vision workers world-class benchmarking Xerox