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دانلود کتاب A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce

دانلود کتاب فرهنگ بهبود سریع: ایجاد و حفظ نیروی کار متعهد

A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce

مشخصات کتاب

A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce

ویرایش:  
نویسندگان:   
سری:  
ISBN (شابک) : 1563273780, 9781420089790 
ناشر: Productivity Press 
سال نشر: 2008 
تعداد صفحات: 326 
زبان: English  
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 3 مگابایت 

قیمت کتاب (تومان) : 38,000



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توجه داشته باشید کتاب فرهنگ بهبود سریع: ایجاد و حفظ نیروی کار متعهد نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.


توضیحاتی در مورد کتاب فرهنگ بهبود سریع: ایجاد و حفظ نیروی کار متعهد

تبدیل شدن به یک عامل تغییر شرکتی یاد بگیرید که با کمک یکی از معتبرترین کارشناسان جهان، فرهنگ بهبود را اجرا و پرورش دهید. به موفقیت شرکت کمک می کند. مدیریت باید مجموعه ای مشترک از ارزش ها و باورها را در اختیار کارکنان قرار دهد تا بتوانند خودشان تصمیم بگیرند که چگونه مطابق با انتظارات یک فرهنگ پرورش دهنده و توانمند رفتار کنند. فرهنگ بهبود سریع برای آن دسته از رهبرانی در نظر گرفته شده است که به دنبال تشویق بهبود چشمگیر در سازمان خود هستند. به این عوامل تغییر نشان می‌دهد که چگونه می‌توانند— ·         ارزش‌ها و باورهای مشترک را توسعه دهند که به عنوان پایه‌ای برای یک فرهنگ پویا عمل می‌کند. و مدیریت عملکرد فرهنگ جدید که مملو از درس هایی است که از مثال های عملی به دست آمده است، این متن بر اساس تجربه 40 ساله مدیریت صنعتی ریموند سی فلوید، از جمله بیش از 20 سال فعالیت او در اکسون موبیل است. او برنده جایزه شینگو است و همچنین دارای امتیاز منحصر به فرد رهبری کسب و کارهایی از دو صنعت مختلف است که هر دو توسط مجله IndustryWeek به عنوان یکی از بهترین گیاهان در آمریکا شناخته شدند. اگر با اقدام مناسب و مشارکت کامل به کار بهبود بپردازید، بهبود نه تنها ممکن نیست، بلکه اجتناب ناپذیر است. در شش ماهگی متوجه تفاوت در فرهنگ سازمانی خود خواهید شد. در پایان دو سال، شما با عملکردی نزدیک به کلاس جهانی کار خواهید کرد.


توضیحاتی درمورد کتاب به خارجی

Become a corporate change agent Learn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture. A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can— ·         Develop the shared values and beliefs that serve as the foundation for a dynamic culture ·         Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement ·         Measure, evaluate, and manage the performance of the new culture Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America.  If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near–world-class performance.



فهرست مطالب

Industrial Culture: The Human Side of Change

Improve the Performance of Your Business by Creating a New Industrial Culture

The Importance of a Culture of Rapid Improvement

How Your Culture Affects the Potential for Improvement

How Culture Is Influenced by Strategy

A Simple Model of Culture

Element 1: Values

Element 2: Beliefs

Element 3: Behavior

Element 4: Rituals

How to Use This Simple Model of Culture

Designing a Corporate Culture

Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized

Summary

Section I: Establish the Values and Beliefs of Your New Culture

Strategy: The Values and Beliefs of an Industrial Culture

Establishing Strategic Goals for Your Organization

Establishing Your Organization’s Tactical Goals

Setting Strategic Goals Is the Responsibility of the Senior Leader

A Process for Establishing Strategic Goals

Look Outside Your Organization

Evaluate Your Customers and Competitors

Consider the Owners of Your Business

Do Not Forget to Consider Your Employees

Assess the Needs of Your Organization’s Community

Next, Look Inside Your Organization

Analyze the Gap between Your Current Capabilities and Your Future Requirements

Write Your Goals

1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing

2. Strategic Goals Have a Directionally Correct Statement of Future Needs

3. Strategic Goals Have a Credible Description of Current Capabilities

4. Strategic Goals Have a Few Objective Measures That Define Progress

5. Strategic Goals Have Interim Tactical Performance

Targets to Be Achieved

Present Your Goals to Your Organization

Conclusion

Summary

3 Making Your Cultural Values Personal

A Three-Level View for Translating Goals into Actions

The CEO’s Three-Level View

The Division Managers’ Three-Level View

Individual Department Managers’ Three-Level View

A Case Study of the Three-Level View of Translating Goals to Actions

Keeping the Whole Team on Board

Refreshing Your Goals

A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions

Summary

Quality Stations: The Rituals of Your Culture

Rituals at Work

Using Quality Stations to Implement the Four Rituals of Improvement

Ritual 1: Quality Stations Help Show Tactical Goals

Ritual 2: Quality Stations Show Activities in Progress

Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results

Ritual 4: Quality Stations Show Ideas for the Future

 Details on the Four Rituals of Improvement

Ritual 1: Show the Tactical Goals of the Team

Ritual 2: Show the Projects in Progress

Ritual 3: Measure and Communicate Results

Ritual 4: Make Ideas for the Future Visible

Culturally Appropriate Small-Team Leadership

Communications at the Quality Stations

Appearance of a Quality Station

The Work of a Quality Station

Management Quality Stations

A Final Word on Quality Stations

Summary

Section II: Engaging People in Your New Culture

The Objective Elements of Engaging People

Creating a Framework That Engages People to Help

Element 1: People Need Goals to Achieve

Element 2: People Need New Skills to Do New Things

Root Cause Analysis

Element 3: People Need Time to Work on Improvement

Element 4: People Need Access to Resources

Providing Funds

Small-Event Improvements

Element 5: People Need a Structure for Action

Summary

The Subjective Elements That Disrupt Engagement of People

What if Improvement Does Not Happen?

The Subjective Elements That Disrupt Engagement

Element 1: Some Teams Do Not Trust Management

Element 2: Some Teams Have Disruptive Members

Intentionally Disruptive Team Members

Direct Relationships with Management

Intentionally Disruptive Individuals

Unintentionally Disruptive Team Members

Summary

Section III: The Social Design of Your New Culture

Understanding the Theory of Industrial Culture

Personalities and Personal Cultures at Work

Each Business Has a Culture That Defines the Workplace

Social Cultures at Work

Three Typical Responses to a Dominant Culture

1. People of Different Cultures Will Appear to Fit the

Dominant Culture at Work

2. People of Different Cultures Will Adopt a Neutral Behavior while at Work

3. People of Different Cultures Will Resist the Dominant

Culture at Work

What to Do about These Three Responses to Your Dominant Work Culture

Situational Cultures

Summary

The Social Design of a New Culture

Social Design in Industry

Social Consideration 1: Precision and Timeliness

How to Handle Routine Work

How to Handle Nonroutine Work

When to Begin

Social Consideration 2: Collaboration and Teamwork

Communicating about Differences within a Team

Different Expressions of the Same Family Values

Different Interpretations and Assumptions of a Simple Task: Getting the Mail

How to Handle Aberrant Behavior

Social Consideration 3: Inclusion and Contribution

Summary

Valuing Individuals

Five Elements of Valuing Individuals

Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable

Recognize That Many Personal Qualities Are a Mixed Blessing

Element 2: Provide Emotional and Social Support during Cultural Changes

Dealing with “Heritage” Issues

Establish Affinity Groups

Facilitate Meetings of Affinity Groups

Unexpected Affinity Groups

Establish a Group of “Diversity Pioneers”

Element 3: Establish New Policies and Practices for Your New Culture

Element 4: Enforcement of Your New Culture’s Policies and Practices

Element 5: Celebration of Your Cultural Change

Summary

Managing Emotion at Work

Exploring Emotions at Work

Listen to What Your People Tell You about Their Feelings about Work

Everything Is Not Good When Real Change Is Happening

Interpreting the Emotions of Change

If You Cannot Interpret Emotions at Work, Find Someone Who Can?

Interpreting Emotions Is Key to Implementing Successful Change

Summary

SECTION IV: Managing and Sustaining Cultural Change

How Communication Reflects Your Culture

Three Types of Messages from Management

1. Delivering News

2. Making Statements of Belief and Support

3. Giving Instructions for Action

Organizational Implications of Communication: The Role of Senior Management

The Role of Middle Managers in Communicating

Problem 1: People Do Not Get Your Message

Problem 2: Middle Managers Are Disenfranchised

Manage and Measure the Communication

Summary

Measuring the Performance of Small Events

Principles of Measuring Small-Event and Autonomous Improvement

Measuring How Engaged Your People Are in Improving Your Business

Using Bulk Measurements to Ensure You Are All Working toward the Same Goal

Measuring Visible Results Reinforces an Intuitive Understanding of Performance

Make Sure Your Measures Are Consistent and Credible to the People Being Measured

Make Your Measurements Direct and Exact

Keep Your System Fair and Accurate

Create a Subject Matter Expert for Measurement

Other Interesting Measurements

Useful and Nearly Objective Assessment of Subjective Data

Use Bulk Measures When Individual Data Are Not Available

Look for Useful Trends in Meaningless Data

Defend Your Measures

Summary

Managing the Competence of Your Employees, Especially in

Business-Critical Roles

Early Assessments of Individual Employee Competence

Recognizing the Importance of Critical Positions to the Overall Performance of the Organization

The Basis of Data Gathering to Assess Employee Competence

Measure the Percentage of Critical Positions Occupied by Highly Competent People

Measure the Overall Performance of the Organization

The Process of Data Gathering to Assess Employee Competence

Step 1: Identify the Critical Positions in Your Organization

Step 2: Assess the Individuals Working in Your Critical Positions

Correlating Personal Competence with Organizational Performance

Management Lessons from Competence Assessment

Focus Your First Personnel Development Actions on Critical Positions

Begin Promptly

Spread the Word about Competence Management

Recognize That Not All Managers Need to Be Highly Competent

Many Critical Positions Are Underappreciated

Lessons to be Learned from the Exceptions

Summary

Section V: Getting Started in Your Organization

Phase I: The First Six Months

Create Strategic Goals For Your Business

Give Your People New Capabilities or Tools to Practice Improvement

Single Minutes Exchange of Dies

Total Productive Maintenance

Reliability Engineering

Value-Stream Mapping

Task 3: Establish the Basis for a New Social Culture That Is More Inclusive and More Autonomous

Task 4: Conduct Your First Pilot Project

Task 5: Sustain Your Gains

Summary

Phase II: The Second Six Months

Complete the Process of Deploying and Translating Your Goals

Initiate a Second Round of Pilot Projects

Take Formal Steps to Include Individuals in Your Culture Change

Implement New Tools and Methods in Your New Pilot Projects

Use Quality Stations

Sustain Your Gains in Communication and Performance

Summary

Phase III: The Third Six Months

Create Quality Stations That Small Teams Will Use to Advance Your Goals

Establish Pilot Projects on the Front Line

Select New Tools That Support Autonomous Action

Create Affinity Groups to Ensure Inclusion of All Individuals

Sustain Your Gains by Establishing New Formal Practices

Summary

Phase IV: The Fourth Six Months





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