Chapter 2 - Perpetuates the Impression that Individuals...

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1 Cultural Requirements Chapter 2: Process Management
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2 Tradition Titles by Department Chairman President Executive Vice President Vice President Director Manager Supervisor Analyst
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3 Military Related Corps Division Brigade Regiment Battalion Company Platoon Squad
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4 Large Production Type Companies Copied Military Many Workers Doing Common Tasks Decisions Made at Top
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5
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6 Contrasting Spans of Control
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7 Today's Workforce Better Informed, Better Educated, Less Tolerant of Busy Work Physical labor Replaced by Information and Knowledge Work Service Sector has Replaced manufacturing as Dominant Employer Change is Occurring at an Ever Increasing Rate
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8 Competition Today New Capabilities Lower Costs Shorter time Today's Products are Less Important than Research and Development Process
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9 What’s Wrong with Tradition
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Unformatted text preview: Perpetuates the Impression that Individuals Need Supervised Does not Recognize Horizontal Business processes Focuses on the Boss not the Customer 10 Where do Most Breakdowns Occur Between Organizations Less Knowledgeable Different Metrics Issues are Resolved UP the Ladder No Accountability 11 Business is a Set of Processes Customer Based Internal External 12 13 Ford Reorganized the Service Division (1994) Fixing It Right The First Time Supporting Dealers and Handling Customers Engineering cars with Ease of Service in Mind Developing Service Fixes Quicker 14 What Organization Is Best? Traditional Process Hybrid 15 Traditional 16 17 Hybrid 18 Hybrid...
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Chapter 2 - Perpetuates the Impression that Individuals...

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