Communication and High-Speed ManagementSUNY Press, 01/01/1995 - 277 من الصفحات High-speed management is used to competitive advantage by some of the most successful organizations in the world - General Electric; Toyota; ASEA, Brown, and Boveri; Motorola; Intel; and Matsushita. In these very successful companies fast cycle time or high-speed management translates into two important organizational capabilities. First, it creates a high level of performance that management can build into a firm's operating systems. More specifically, increases in effective communication are employed to eliminate bottlenecks, delays, and errors in production, cutting costs and improving quality. Second, high-speed management is an organizational strategy which continuously improves a firm's integration, coordination, and control systems. It transforms all of a firm's communication activities such as leadership, corporate climate, teamwork, worker and unit interfaces, process mapping, and outside linking processes into a more responsive customer adaptation system. |
المحتوى
The Economic Environment which Gave Rise to HighSpeed Management | |
HighSpeed Management A Theoretic and Practical Communication Framework | 17 |
HighSpeed Management Leadership A Global Perspective | 51 |
HighSpeed Management Corporate Climate | 85 |
HighSpeed Management Teamwork | 115 |
The R D and Marketing Interface | 149 |
The R D Marketing and Manufacturing Interface | 173 |
The R D Marketing Manufacturing and Management Information System Interface | 191 |
Auditing the Speed of a Firms Information and Communication Flow | 213 |
Information and Communication in a Strategic Linking Program | 231 |
References | 251 |
Index | 269 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
achieve activities Allen-Bradley analysis and/or appropriate audit benchmarking billion business processes Campbell Soup Company capabilities cesses chapter coalignment computer-aided manufacturing continuous improvement core competencies core market corporate climate corporate culture cost create critical success factors cross-functional teams Cushman database economies economies of scale effective employed employees environment environmental scanning explore firms flexible focus Fortune functions GE's global goals Harvard Business Review high-speed management IBM's implementation increase industry information and communication information system information technology innovation involved Jack Welch Journal leader leadership linkages linking locate manufacturing market shares marketing interface ment monitoring needs organization organizational processes percent performance planning product development profits rapid response reengineering self-managed skills speed structure sustainable competitive advantage targets task teamwork tion tional Toyota units value chain value chain theory value-added vision workers world-class