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ASQ Quality Press - John E. (Jack) West , Isaac Sheps , Charles A. Cianfrani

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Description

In today's competitive environment, it's no longer enough to satisfy your customers. To sustain success, you must meet the needs and expectations of all relevant interested parties of your organization.
The journey is a process in which those needs and expectations are inputs, and sustained success is the output. To transform the inputs into sustained success, the organization must establish and implement the right processes. This represents 'what' must be done. The organization also must ensure that it has the behaviors and competences needed to maintain these processes, representing 'how' things should be done.
This book covers both the 'what' and 'how' aspects of achieving sustained success and is a guide for top managers ready to embark on this journey. The chapters serve as a sequential checklist that elaborates on the key elements of the process, with each element building on the next as readers are guided through their journey.

Sujets

Gestion et management

management

Economics

Business

Informations

Publié par	ASQ Quality Press
Date de parution	26 avril 2019
Nombre de lectures	0
EAN13	9781951058531
Langue	English
Poids de l'ouvrage	3 Mo

Informations légales : prix de location à la page 0,3000€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

The Journey

Achieving Sustained Organizational Success

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To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press.

The Journey

Achieving Sustained Organizational Success

Charles A. Cianfrani, Isaac Sheps, and John E. (Jack) West

ASQ Quality Press Milwaukee, Wisconsin

Library of Congress Cataloging-in-Publication Data

Names: Cianfrani, Charles A., author. | Sheps, Isaac, author. | West, John E., 1944–author. Title: The journey : achieving sustained organizational success / Charles A. Cianfrani, Isaac Sheps, and John E. (Jack) West. Description: Milwaukee, Wisconsin : ASQ Quality Press, [2019] | Includes index. Identifiers: LCCN 2019005534 | ISBN 9780873899864 (hardcover : alk. paper) Subjects: LCSH: Organizational effectiveness. | Organizational behavior. Classification: LCC HD58.9 .C49895 2019 | DDC 658.4—dc23 LC record available at https://lccn.loc.gov/2019005534

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Publisher: Seiche Sanders Sr. Creative Services Specialist: Randy L. Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

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Printed on acid-free paper.

TableofContents

List of Figures and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 1 Leadership. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What Is Leadership? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Leadership Important? . . . . . . . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Leadership? . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 2 Context of an Organization . . . . . . . . . . . . . . . . . . .What Is the Context of an Organization? . . . . . . . . . . . . . . . . .Why Is the Context of an Organization Important? . . . . . . . . .Who Is Responsible and Accountable for Determining the Context of an Organization? . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 3 Organizational Identity . . . . . . . . . . . . . . . . . . . . . .What Is Organizational Identity? . . . . . . . . . . . . . . . . . . . . . . .Organizational Culture and Values . . . . . . . . . . . . . . . . . . . . . .Why Is Organizational Identity Important? . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Organizational Identity? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 4 Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Strategy Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Organization Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ix xi xiii 1 3 6 7 8 13 13 14

18 19 21 21 26 26

27 27 31 32 37

38 39

viTab - ef oneont

Chapter 5 Planning, Objectives, and Processes . . . . . . . . . . . .What Is Planning? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Are Objectives? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Are the Processes? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Are Planning, Objectives, and Processes Important? . . . . .Who Is Responsible and Accountable for Planning, Objectives, and Processes? . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 6 Internal and External Communication . . . . . . . . .What Is Communication? . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Communication Important? . . . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Communication? . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 7 People Engagement . . . . . . . . . . . . . . . . . . . . . . . . . .What Is People Engagement? . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is People Engagement Important? . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for People Engagement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 8 Organizational Knowledge Management . . . . . . . .What Is Organizational Knowledge Management? . . . . . . . . .Why Is Organizational Knowledge Management Important? . . .Who Is Responsible and Accountable for Organizational Knowledge Management? . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 9 Manage and Evaluate the Organization Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Organizational Infrastructure Management? . . . . . . .Why Is Organizational Infrastructure Management Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Organizational Infrastructure Management? . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 10 Relationship Management: Determine and Manage Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Relationship Management? . . . . . . . . . . . . . . . . . . . . .Why Is Relationship Management Important? . . . . . . . . . . . . .Who Is Responsible and Accountable for Relationship Management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

43 43 45 46 50

51 52 55 56 56 58 58 65 66 69

71 72 77 78 80

81 82

89 89

94 94

97 98 100

100 101

- Tabef oneontvii

Chapter 11 Measurement, Analysis, and Evaluation of Organization Peformance . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Measurement, Analysis, and Evaluation of Organization Performance? . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Measurement, Analysis, and Evaluation of Organization Performance Important? . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Measurement, Analysis, and Evaluation of Organization Performance? . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 12 Improvement Process and Innovation Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Improvement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Improvement Important? . . . . . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Improvement? . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Chapter 13 Consistent Quality . . . . . . . . . . . . . . . . . . . . . . . . . .What Is Consistent Quality? . . . . . . . . . . . . . . . . . . . . . . . . . . .Why Is Consistent Quality Important? . . . . . . . . . . . . . . . . . . .Who Is Responsible and Accountable for Consistent Quality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Implementation Tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Epilogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Appendix A: Nuggets from Each Chapter . . . . . . . . . . . . . . . . . . . . Appendix B: Checklist for the Journey to Sustained Success . . . . . Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

103

104

105

105 106

117 118 119 122 122 131 133 135

135 136 143 147 163 179

List of Figures and Tables

Figure 0.1 Figure 0.2

Figure 0.3 Figure 1.1 Table 1.1 Figure 1.2 Figure 1.3 Figure 1.4 Figure 2.1 Figure 2.2

Table 2.1 Figure 3.1 Figure 3.2 Table 4.1 Figure 4.1 Figure 4.2 Figure 4.3 Figure 4.4 Table 5.1 Table 5.2 Figure 5.1 Figure 5.2 Figure 5.3

Management system model to achieve sustained success. . . . Schematic representation of the elements of a single process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Schematic representation of the structure of this book. . . . . Manager-leader grid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Recommended books on leadership. . . . . . . . . . . . . . . . . . . Building blocks of leadership. . . . . . . . . . . . . . . . . . . . . . . . Model of characteristics of good managers. . . . . . . . . . . . . Dynamic development of competitive factors. . . . . . . . . . . Context of organization input to planning. . . . . . . . . . . . . . Examples of interested parties and their needs and expectations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Competitive factors are driven by the interested parties.. . . . Bad versus good alignment. . . . . . . . . . . . . . . . . . . . . . . . . . Tight linkages and alignment. . . . . . . . . . . . . . . . . . . . . . . . Examples of strategic direction aspects. . . . . . . . . . . . . . . . Porter’s generic competitive strategies. . . . . . . . . . . . . . . . . Boston Consulting Group growth share matrix. . . . . . . . . . The four strategies of a SWOT analysis. . . . . . . . . . . . . . . . Alice in Wonderlandcrossroads dilemma. . . . . . . . . . . . . . Types of plans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . What is real planning and what is not. . . . . . . . . . . . . . . . . . Planning cycle for sustained success. . . . . . . . . . . . . . . . . . Processes are supported by resources and controls. . . . . . . System family of well-managed processes. . . . . . . . . . . . . .

xiv

xv xvi 2 3 4 6 6 15

16 17 22 27 32 34 35 36 38 44 44 45 47 47