A culture of rapid improvement : creating and sustaining an engaged workforce /: creating and sustaining an engaged workforce. (2020)

• Record Type: Book
• Further Information: Note: Raymond C. Floyd.
• Authors: Floyd, Raymond C
• Contents: 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; F
• Edition: 1st
• Publisher Details: New York : Productivity Press
• Publication Date: 2020
• Extent: 1 online resource
• Subjects: 658.4063; Organizational change; Organizational effectiveness; Organizational behavior
• Languages: English
• ISBNs: 9781000077599
• Related ISBNs: 9781420089790; 9781000077667; 9780429271656
• Notes: Note: Description based on CIP data; resource not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.