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Fundamentals at work: the fundamentals of managing to performance, and delivery of real value during change

Author: Weekers, Emile E. A. J. Publisher: Performance Books, 2002.Language: EnglishDescription: 222 p. ; 18 cm.ISBN: 9080749419Type of document: BookBibliography/Index: Includes bibliographical references
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6958 .P35 W44 2002
(Browse shelf)
001119639
Available 001119639
Total holds: 0

Includes bibliographical references

Digitized

Fundamentals at Work The fundamentals of managing to performance, and delivery of real value during change Contents Contents Preface Introduction Part I - Excuses or facing up to reality? 1. The corporate game Initiatives Analysis paralysis We are too busy Flavour of the month Padding the numbers Reorganisation and restructuring My turkeys don't vote for Christmas 2. Not on top of things and poor leadership Denial Massaging the numbers Dealing with talent Saying no We are different I don't need help 5 9 13 17 20 21 25 28 31 32 36 39 43 44 47 50 55 57 60 5 Outsourcing Time as the enemy 3. Inhibitors - perceived and real Unions Middle management Head office IT One very special individual Management teams The time squeeze Conflict 64 68 72 72 76 81 88 93 96 101 104 Part II - Are the controllable forces deployed positively? 107 4. Consultants and gurus From strategy to results What is the value add? How consultants work Managing and contracting consultants Training 5. Popular management techniques Mission, values and other statements Benchmarking Balanced business scorecard 110 112 115 120 122 123 127 129 132 136 6 Best practice transfer Knowledge management Business process re-engineering 6-Sigma 6. Restructuring and change What is so difficult? Scope Merger and Acquisition Organisational redesign Downsizing and cost management How to do it right Use the momentum Part III ­ Common sense and results as alternatives to fads and theory 7. Simple and high impact practical solutions Behaviour The questions to be asked Goals and targets Having information and using it Analysis or implementation The learning cycle 8. Tactics and practice, critical components to change Objectives 139 142 144 145 149 151 153 156 159 161 166 168 171 174 175 178 179 184 186 188 191 193 7 Time and speed The team External help Planning for results Dividing the workload The hardwiring of the business Meetings as point of intersection To lead and manage Excuses, leadership and tactics Bibliography Cases and anecdotes 195 198 201 202 204 206 208 210 213 217 220

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