Management 2.0
Forrest W. Breyfogle III
ديسمبر 2020 · Citius Publishing, Incorporated · بصوت Grant Tharp
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كتاب مسموع
7 ساعة 4 دقيقة
غير مختصر
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مؤهل
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reportلم يتم التحقّق من التقييمات والمراجعات. مزيد من المعلومات
هل تريد إضافة نموذج مدته 9 دقيقة؟ يمكنك الاستماع إلى هذا النموذج في أي وقت وبلا اتصال بالإنترنت.
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معلومات عن هذا الكتاب المسموع
Described in a novel-format is an enhanced organizational governance system called Integrated Enterprise Excellence (IEE). The IEE system offers much flexibility, including a means for effectively managing an organization remotely. Described is how Jorge implemented IEE in his Harris Hospital, and how his golfing MBA friends applied and also benefited from this business management system methodology in their manufacturing and transactional organizations.
IEE provides a comprehensive nine-step system that CEOs, Presidents, General Managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as:
• Business goals not being met
• Scorecards leading to harmful, if not destructive, behaviors
• Persistent day-to-day firefighting problems
• Business strategies that are very generic and/or difficult to translate to organizational work environments
• Lean events and other improvement projects that can consume many resources but often do not offer a quantifiable benefit to the business as a whole
• Lean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or make substantial financial claims that are questionable
IEE provides a comprehensive nine-step system that CEOs, Presidents, General Managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as:
• Business goals not being met
• Scorecards leading to harmful, if not destructive, behaviors
• Persistent day-to-day firefighting problems
• Business strategies that are very generic and/or difficult to translate to organizational work environments
• Lean events and other improvement projects that can consume many resources but often do not offer a quantifiable benefit to the business as a whole
• Lean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or make substantial financial claims that are questionable
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