Cover of: The Process-Focused Organization | Robert Gardner Read Online
Share

The Process-Focused Organization A Transition Strategy for Success by Robert Gardner

  • 293 Want to read
  • ·
  • 49 Currently reading

Published by ASQ Quality Press .
Written in English

Subjects:

  • Business & Economics,
  • Business / Economics / Finance,
  • Business/Economics,
  • Structural Adjustment,
  • General,
  • Industrial management,
  • Organizational change,
  • Organizational effectiveness,
  • Process control,
  • Reengineering (Management)

Book details:

The Physical Object
FormatPaperback
Number of Pages223
ID Numbers
Open LibraryOL11117977M
ISBN 100873896270
ISBN 109780873896276

Download The Process-Focused Organization

PDF EPUB FB2 MOBI RTF

  The Process-Focused Organization introduces an approach for transitioning a functionally managed organization to a PFO. the approach is designed to establish the operation structures necessary to manage and continuously improve cross-functional business processes, key business drives, strategies, and goals. the book provides even those new to. The organization needs a vision and strategy to provide context and direction as it becomes more process focused. This should lead to horizontal organization as opposed to a vertical separation based on functional units. The business strategy should be linked to processes through mechanisms such as the balanced scorecard. In his article, “Becoming a Process-Focused Organization” [25], Daniel J. Madison lists several points on culture, concepts, structure, and technique that a process-focused organization should take into account: The organization's values must shift from distinction to process excellence. This highly accessible book provides a clear and thorough exposition of the six key dimensions necessary for the creation of a process-focused organization: * process governance * strategic alignment * methods (execution/implementation) * people * culture * technology.

  The process-focused organization will research delivery lead times, on time delivery from their suppliers, and their relationships with other companies. If an improved quality and time of delivery can be implemented with suppliers, ultimately the customer will have less wait time between the time of the order and the delivery. The following are the 15 key facets of a process-focused company: 1. There is clarity on the key processes that provide competitive advantage to the firm. 2. Leadership is visibly committed to leveraging process for business results. 3. Employees are aware of the value creating, value enabling, support and management processes that operate in.   This book is really a gem of all in the field of personal organization and business success. The Acronym ‘GTD’ has become shorthand for an .   This highly accessible book provides a clear and thorough exposition of the six key dimensions necessary for the creation of a process-focused organization: * process governance * strategic alignment * methods (execution/implementation) * people * culture * technology.

This book is written to address the most detailed level of the Baldrige Criteria for Performance Excellence (CPE) — the 42 Areas to Address. It is organized into five parts and is designed to help leaders and organization architects understand: (1 Member Price: $ List Price: $ The most visible aspects of the transition to process-focused management are changes to the organization structure and/or management roles. New roles such as the Process Owner may emerge. Leaders in these new roles need more than a job description to be successful. Map Your Way to Process Excellence At last, a simple, well-written survey of process redesign that will help you transform your organization into a world-class competitor. Author Dan Madison explains the evolution of work management styles, from traditional to process-focused, and introduces the tools of process mapping, the roles and responsibilities of everyone in the or/5(1). (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral-science knowledge” (p. 9). Some within the field are now critical of this definition, asserting that the world in which we live is too complex to plan.