| Marion J. Ball - 1999 - 236 sidor
...• Organize work around outcomes, not tasks. • Be flexible in anticipation of future needs. • Put the decision point where the work is performed and build control into the process. • Build and enhance strategic linkages with external entities. • Capture information once, and... | |
| Joel E. Ross, Susan Perry - 1999 - 576 sidor
...databases, and teleconferencing can bring independent groups together so that coordination is ongoing. Put the decision point where the work is performed, and build control into the process. In most organizations, those who do the work are distinguished from those who monitor the work and... | |
| Armoni, Adi - 1999 - 243 sidor
...networks, shared databases, and teleconferencing could be used to achieve ongoing coordination. • Put the decision point where the work is performed, and build control into the process. People who do the work should make the decisions. This way, it is possible to have a flattened organization... | |
| Claudio Ciborra - 2000 - 276 sidor
...considered so closely, such as: 'Have those who use the output of the process perform the process'; or, 'Put the decision point where the work is performed and build control into the process'. Instead, instances where certain roles have to send information upwards, to allow superiors to exercise... | |
| Gideon Halevi - 2001 - 313 sidor
...geographically dispersed resources as though they were centralized. 5. Link parallel activities instead of integrating their results. 6. Put the decision point...into the process. 7. Capture information once and at source. The approaches to BPR differ in degree of change - radical or incremental. Radical programmes... | |
| Gerhard Johannes Plenert - 2002 - 536 sidor
...though they were centralized. • Link parallel activities instead of integrating their results. • Put the decision point where the work is performed, and build control into it. The three R's of re-engineering are: • Rethink - Is what you're doing focused on the customer?... | |
| Simon Ang, Alejandro Oliva - 2004 - 406 sidor
...people closest to the process the ones who actually perform the activity)? Y or N Does your company put the decision point where the work is performed and build control into the process? Y or N Does your company capture information once and at the source where it was created? Y or N Does... | |
| Tom Jenkins, Hartmut Schaper - 2005 - 324 sidor
...geographically dispersed resources as though they were centralized. 5. Link parallel activities in the workflow instead of just integrating their results. 6. Put...process. 7. Capture information once and at the source. By the late 1990s, BPR had gained a negative connotation equivalent to "downsizing" and was abandoned... | |
| B. JANAKIRAMAN, R. K. GOPAL - 2006 - 264 sidor
...groups together, communication networks, shared databases and teleconferencing, etc. can help. Principle 6. Put the decision point where the work is performed, and build control into the process: In organizations those who do the work are distinguished from who supervises, controls and monitors,... | |
| Jo Bryson - 2006 - 366 sidor
...functions and coordinate them whilst the activities are in process rather than after they were created; • put the decision point where the work is performed, and build control into the process; let the people who do the work make the decisions. Build controls into the process through expert systems... | |
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