Title: Four Practical Revolutions in Management : Systems for Creating Unique Organizational Capability Author: Alan Graham, David Walden, Shoji Shiba ISBN: 0367477645 / 9780367477646 Format: Soft Cover Pages: 784 Publisher: Productivity Press Year: 2020 Availability: In Stock Special Indian Edition Price at Rs.1595/-. FREE Shipping within India. Delivery : Within 2 to 4 working days.
Description
Feature
Contents
In Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability, authors Shoji Shiba and David Walden significantly revise their classic text on leading management systems -- A New American TQM. This book is a comprehensive approach to business management that goes beyond business operations improvement.
The authors demonstrate a program for establishing a sophisticated, state-of-the-art management system that creates unique organizational capabilities. Containing new methodologies and case studies, the book is one of the most extensive in the management field and provides a step-by-step program for implementing leading management techniques.
To create a successful management system, the authors argue that companies must be organized around four major areas of practice called the "four revolutions". They are customer focus, continuous improvement, total participation, and societal networking. For each of the areas, the book presents proven methods that enable dynamic implementation strategies.
Customer Focus
Any effective management system begins with the customer. Companies must learn to integrate a customer's concerns into their own. The book presents how to embrace the "market-in" concept and integrate the other skills in the book into a management strategy that focuses on the customer.
Continuous Improvement
For a company to be successful in the 21st century, it must continually improve its processes to meet the ever-changing needs of the customer. This book introduces important tools for process discovery, management, and improvement. In the process, it moves beyond "reactive improvement" methods to "proactive improvement" efforts.
Total Participation
The key to creating a dynamic management system is employee participation. Employees are the ones who work on the issues of quality and customer satisfaction on a daily basis. This book presents skills such as hoshin management, team-building, creating structures for mobilization, and leading change and breakthrough.
Societal Networking
Besides a company's internal audience, another source of business improvement ideas is societal networking. This is the set of companies, customers, and suppliers associated with any organization, that can learn from the experiences of these groups. To develop these valuable resources into a comprehensive management strategy, the book covers "mutual learning" methods, as well as keys for integrating various management methodologies.
This book includes:
Hoshin management
PDCA (plan, do, check, act) cycle
7-step method of reactive improvement
Proactive improvement to develop new products
Engaging people in a changing environment
Focused strategies for phase-in
Leading process improvement
The practice of breakthrough
Over thirty thorough case studies
List of Cases
Preface
Acknowledgments
Introduction : Business Evolution Chapter 1 : The Evolution of the Customer Satisfaction Concept Chapter 2 : Survival in a Rapidly Changing World Chapter 3 : Developing a Unique Organizational Capability
The First Revolution : Customer Focus Chapter 4 : Change in the Work Concept Chapter 5 : Evolution of Customer Focus and Its Challenges
The Second Revolution : Continuous Improvement Part 2A : Introduction : Fundamentals and Vocabulary Chapter 6 : Improvement as a Problem-Solving Process
Part 2B : Managing Existing Processes Chapter 7 : Process Discovery and Management Chapter 8 : Process Control and Variation Chapter 9 : Reactive Improvement and the 7 Steps Method Chapter 10 : Management Diagnosis of the 7 Steps of Reactive Improvement Chapter 11 : Process Management Mobilization Case Study—Teradyne
Part 2C : One-Time Efforts Chapter 12 : Planning Projects or Tasks
Part 2D : Finding New Directions Chapter 13 : Proactive Improvement Chapter 14 : Applying Proactive Improvement to Develop New Products
The Third Revolution : Total Participation Part 3A : Introduction Chapter 15 : Engagement and Alignment of Organization Members
Part 3B : Individual Skill Development Chapter 16 : Coordination Behavior Chapter 17 : Leading Change Chapter 18 : Self-Development
Part 3C : Team Skill Development Chapter 19 : Teamwork Skill
Part 3D : Organizational Skill Development Chapter 20 : Initiation Strategies Chapter 21 : Infrastructure for Mobilization Chapter 22 : Phase-In Chapter 23 : U.S. Focused Strategies for Phase-In
Part 3E : Organizational Uniqueness Chapter 24 : Hoshin Management Chapter 25 : Leading Process Improvement Chapter 26 : Further Case Studies in Mobilization Chapter 27 : The Practice of Breakthrough
The Fourth Revolution : Societal Networking Chapter 28 : Networking and Societal Diffusion : Regional and National Networking Chapter 29 : Ongoing Integration of Methods