Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating ProcessesMorgan Kaufmann, 2003 - 529 sidor "A great deal has been written about process improvement and business process reengineering, most before its presumed demise and recent resurrection. Much has been written about the Internet and e-business, most before the tech bubble. This book is "post-bust"; it is the first book to thoroughly discuss the critical link between "process," information technology, and the Internetall things that managers must understand if they are to develop and manage sound internal operations that will provide legitimate profits. And it is the manager's job to do that. Some of the technical work must be done by business process consultants and IT staff, but the setting of the direction and requirements, the management of the integrating efforts, must be done by managers. That critical role cannot be delegated to the "techies." Meeting that management challenge will be made easier by this book." From the foreword by Geary A. Rummler, Founder and Chairman, Performance Design Lab; Co-author, Improving Performance. Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is a part of his or her job. In the wake of the dot-com collapse, managers are trying to figure out how they can take advantage of email, the Internet, and the Web to improve their business process. At the same time, managers are interested in developing business process architectures and measurement systems that align business processes with corporate goals. Managers face many options in approaching these problems. Business Process Change provides an overview of the options and describes a variety of business process techniques proven by successful companies over the course of a decade. Features *Focuses on the process change problems faced by today's managers. *Summarizes the state of the art of business process analysis & improvement, including the basic vocabulary of modeling. *Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign. *Offers detailed case studies showing how these methods are implemented. |
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Resultat 1-5 av 86
Sida 5
... goals they set for themselves . Every manager understands that achieving these goals is a part of his or her job . Consider the management of the automobile industry . The first internal- combustion automobiles were produced by Karl ...
... goals they set for themselves . Every manager understands that achieving these goals is a part of his or her job . Consider the management of the automobile industry . The first internal- combustion automobiles were produced by Karl ...
Sida 8
... goals are aligned with managerial goals , and we will stress the importance of routine and project - based process improvement . In effect , this is a book that should help man- agers conceptualize where their organization should go and ...
... goals are aligned with managerial goals , and we will stress the importance of routine and project - based process improvement . In effect , this is a book that should help man- agers conceptualize where their organization should go and ...
Sida 12
... goals . Given the rate of change that organizations face today , the business process change cycle runs continuously ... goals with process and corporate strategy goals and the need for an enterprise - level overview of all business ...
... goals . Given the rate of change that organizations face today , the business process change cycle runs continuously ... goals with process and corporate strategy goals and the need for an enterprise - level overview of all business ...
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... goals to control processes as enterprise alignment . We refer to the overview of its processes that is maintained by the company as a business or enterprise process architecture . Finally , although it is not shown in Figure I.5 , we ...
... goals to control processes as enterprise alignment . We refer to the overview of its processes that is maintained by the company as a business or enterprise process architecture . Finally , although it is not shown in Figure I.5 , we ...
Sida 14
... goals are aligned with the goals assigned to specific managers . This chapter will also consider the nature of management and how managers are responsible for the ongoing control and improvement of the processes they are assigned ...
... goals are aligned with the goals assigned to specific managers . This chapter will also consider the nature of management and how managers are responsible for the ongoing control and improvement of the processes they are assigned ...
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Andra upplagor - Visa alla
Business Process Change: A Manager's Guide to Improving, Redesigning, and ... Paul Harmon Begränsad förhandsgranskning - 2003 |
Business Process Change: A Manager's Guide to Improving, Redesigning, and ... Paul Harmon Fragmentarisk förhandsgranskning - 2003 |
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