Fast Focused & Flexible: Bold New Imperatives for the High Performance Organization download epub
by Gerald D. Sentell
Fast, Focused & Flexible book.
Fast, Focused & Flexible book. Details (if other): Cancel. Thanks for telling us about the problem. Fast, Focused & Flexible: Bold New Imperatives for the High Performance Organization. by. Gerald D. Sentell
Fast, Focused and Flexible : Bold New Imperatives for the High Performance Organization Plus How to. .
Fast, Focused and Flexible : Bold New Imperatives for the High Performance Organization Plus How to Cope with Endemic Overcapacity. by Gerald D. Sentell. Dr. Sentell presents his formula for a revolutionary organizational structure based on a hierarchy of systems and processes-not individuals-and consisting of two complementary, generic systems focused simultaneously on delighting customers and achieving high performance.
The high performance organization (HPO) is a conceptual framework for organizations that leads to improved, sustainable organizational performance. It is an alternative model to the bureaucratic model known as Taylorism.
Flexible new platform for high-performance electronics. University of Wisconsin-Madison. Flexible new platform for high-performance electronics. Date: September 28, 2017. ScienceDaily, 28 September 2017. 2017, September 28). Retrieved December 25, 2019 from ww. ciencedaily.
Uncontrolled Related/Analytical Title: Fast, focused, and flexible. Rubrics: Organizational change. The administration of the site is not responsible for the content of the site. The data of catalog based on open source database. All rights are reserved by their owners. Download book Fast, focused & flexible : bold new imperatives for the high performance organization, Gerald D.
The organization is evolutionary. Senior leaders first needed to agree on the key desired behaviors of the new organization and their consis-tency with core values
The organization is evolutionary. High-performance organizations are adaptive, continually detecting changes in the market and making strategic adjustments. This approach supplements rather than replaces the broad strokes of classic strategy. Senior leaders first needed to agree on the key desired behaviors of the new organization and their consis-tency with core values. The organiza-tion’s top three levels met quarterly to ensure that they were in alignment and to track the progress of the transformation.
IT organizational performance and process improvements should focus on every aspect of the IT value chain (as described in Figure 4, page 5) and set up realistic goals that reflect the orga-nizational appetite for the change. There are several industry-standard assessment models (. CMMI, ITIL, the Gartner IT maturity model,2 et. that could help chart out an improvement roadmap.
The second part of the book introduces the team performance curve. The authors make the distinction between working groups and real teams. They consider that real teams perform higher, but its more difficult to achieve that. The book is easy readable and well structured. Some of the examples and stories are nice, though some of them do not go in too much detail.
Though High-Performance Organizations (HPO) create conditions for . It also touches on the theoretical background of teaming and focuses on advice and experience.
Though High-Performance Organizations (HPO) create conditions for great motivation, improve interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement. This book features advice from the CFOs of major companies worldwide, including BP, Procter & Gamble, Dell, and Exel.
High-performance organizations have leaders in the wings who have been rotated through . High-performance organizations have clearly defined roles that are carefully assembled to form a highly efficient organization.
High-performance organizations have leaders in the wings who have been rotated through many types of positions and roles in many functions and regions and are groomed for success. These organizations identify potential leaders early in their careers-and cultivate in them the skills and competencies that will be required in the future. Lean structures allow organizations to focus on meaningful work, rather than coordination. People understand what is expected of them and which decisions are theirs to make.
Category: Business & Money
Subcategory: Management & Leadership
Publisher: Pr Mark Intl; illustrated edition edition (July 1, 1994)
Pages: 229 pages