A culture of rapid improvement : creating and sustaining an engaged workforce
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Format
Edition
1st.
Language
English
ISBN
9781000077599, 1000077594
UPC
10.4324/9781420089790
Notes
General Note
Industrial Culture: The Human Side of Change
Improve the Performance of Your Business by Creating a New Industrial Culture
The Importance of a Culture of Rapid Improvement
How Your Culture Affects the Potential for Improvement
How Culture Is Influenced by Strategy
A Simple Model of Culture
Element 1: Values
Element 2: Beliefs
Element 3: Behavior
Element 4: Rituals
How to Use This Simple Model of Culture
Designing a Corporate Culture
Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized
Summary
Section I: Establish the Values and Beliefs of Your New Culture
Strategy: The Values and Beliefs of an Industrial Culture
Establishing Strategic Goals for Your Organization
Establishing Your Organization's Tactical Goals
Setting Strategic Goals Is the Responsibility of the Senior Leader
A Process for Establishing Strategic Goals
Look Outside Your Organization
Evaluate Your Customers and Competitors
Consider the Owners of Your Business
Do Not Forget to Consider Your Employees
Assess the Needs of Your Organization's Community
Next, Look Inside Your Organization
Analyze the Gap between Your Current Capabilities and Your Future Requirements
Write Your Goals
1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing
2. Strategic Goals Have a Directionally Correct Statement of Future Needs
3. Strategic Goals Have a Credible Description of Current Capabilities
4. Strategic Goals Have a Few Objective Measures That Define Progress
5. Strategic Goals Have Interim Tactical Performance
Targets to Be Achieved
Present Your Goals to Your Organization
Conclusion
Summary
3 Making Your Cultural Values Personal
A Three-Level View for Translating Goals into Actions
The CEO's Three-Level View
The Division Managers' Three-Level View
Individual Department Managers' Three-Level View
A Case Study of the Three-Level View of Translating Goals to Actions
Keeping the Whole Team on Board
Refreshing Your Goals
A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions
Summary
Quality Stations: The Rituals of Your Culture
Rituals at Work
Using Quality Stations to Implement the Four Rituals of Improvement
Ritual 1: Quality Stations Help Show Tactical Goals
Ritual 2: Quality Stations Show Activities in Progress
Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results
Ritual 4: Quality Stations Show Ideas for the Future
Details on the Four Rituals of Improvement
Ritual 1: Show the Tactical Goals of the Team
Ritual 2: Show the Projects in Progress
Ritual 3: Measure and Communicate Results
Ritual 4: Make Ideas for the Future Visible
Culturally Appropriate Small-Team Leadership
Communications at the Quality Stations
Appearance of a Quality Station
The Work of a Quality Station
Management Quality Stations
A Final Word on Quality Stations
Summary
Section II: Engaging People in Your New Culture
The Objective Elements of Engaging People
Creating a Framework That Engages People to Help
Element 1: People Need Goals to Achieve
Element 2: People Need New Skills to Do New Things
Root Cause Analysis
Element 3: People Need Time to Work on Improvement
Element 4: People Need Access to Resources
Providing Funds
Small-Event Improvements
Element 5: People Need a Structure for Action
Summary
The Subjective Elements That Disrupt Engagement of People
What if Improvement Does Not Happen?
The Subjective Elements That Disrupt Engagement
Element 1: Some Teams Do Not Trust Management
Element 2: Some Teams Have Disruptive Members
Intentionally Disruptive Team Members
Direct Relationships with Management
Intentionally Disruptive Individuals
Unintentionally Disruptive Team Members
Summary
Section III: The Social Design of Your New Culture
Understanding the Theory of Industrial Culture
Personalities and Personal Cultures at Work
Each Business Has a Culture That Defines the Workplace
Social Cultures at Work
Three Typical Responses to a Dominant Culture
1. People of Different Cultures Will Appear to Fit the
Dominant Culture at Work
2. People of Different Cultures Will Adopt a Neutral Behavior while at Work
3. People of Different Cultures Will Resist the Dominant
Culture at Work
What to Do about These Three Responses to Your Dominant Work Culture
Situational Cultures
Summary
The Social Design of a New Culture
Social Design in Industry
Social Consideration 1: Precision and Timeliness
How to Handle Routine Work
How to Handle Nonroutine Work
When to Begin
Social Consideration 2: Collaboration and Teamwork
Communicating about Differences within a Team
Different Expressions of the Same Family Values
Different Interpretations and Assumptions of a Simple Task: Getting the Mail
How to Handle Aberrant Behavior
Social Consideration 3: Inclusion and Contribution
Summary
Valuing Individuals
Five Elements of Valuing Individuals
Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable
Recognize That Many Personal Qualities Are a Mixed Blessing
Element 2: Provide Emotional and Social Support during Cultural Changes
Dealing with "Heritage" Issues
Establish Affinity Groups
Facilitate Meetings of Affinity Groups
Unexpected Affinity Groups
Establish a Group of "Diversity Pioneers"
Element 3: Establish New Policies and Practices for Your New Culture
Element 4: Enforcement of Your New Culture's Policies and Practices
Element 5: Celebration of Your Cultural Change
Summary
Managing Emotion at Work
Exploring Emotions at Work
Listen to What Your People Tell You about Their Feelings about Work
Everything Is Not Good When Real Change Is Happening
Interpreting the Emotions of Change
If You Cannot Interpret Emotions at Work, Find Someone Who Can?
Interpreting Emotions Is Key to Implementing Successful Change
Summary
SECTION IV: Managing and Sustaining Cultural Change
How Communication Reflects Your Culture
Three Types of Messages from Management
1. Delivering News
2. Making Statements of Belief and Support
3.
Improve the Performance of Your Business by Creating a New Industrial Culture
The Importance of a Culture of Rapid Improvement
How Your Culture Affects the Potential for Improvement
How Culture Is Influenced by Strategy
A Simple Model of Culture
Element 1: Values
Element 2: Beliefs
Element 3: Behavior
Element 4: Rituals
How to Use This Simple Model of Culture
Designing a Corporate Culture
Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized
Summary
Section I: Establish the Values and Beliefs of Your New Culture
Strategy: The Values and Beliefs of an Industrial Culture
Establishing Strategic Goals for Your Organization
Establishing Your Organization's Tactical Goals
Setting Strategic Goals Is the Responsibility of the Senior Leader
A Process for Establishing Strategic Goals
Look Outside Your Organization
Evaluate Your Customers and Competitors
Consider the Owners of Your Business
Do Not Forget to Consider Your Employees
Assess the Needs of Your Organization's Community
Next, Look Inside Your Organization
Analyze the Gap between Your Current Capabilities and Your Future Requirements
Write Your Goals
1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing
2. Strategic Goals Have a Directionally Correct Statement of Future Needs
3. Strategic Goals Have a Credible Description of Current Capabilities
4. Strategic Goals Have a Few Objective Measures That Define Progress
5. Strategic Goals Have Interim Tactical Performance
Targets to Be Achieved
Present Your Goals to Your Organization
Conclusion
Summary
3 Making Your Cultural Values Personal
A Three-Level View for Translating Goals into Actions
The CEO's Three-Level View
The Division Managers' Three-Level View
Individual Department Managers' Three-Level View
A Case Study of the Three-Level View of Translating Goals to Actions
Keeping the Whole Team on Board
Refreshing Your Goals
A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions
Summary
Quality Stations: The Rituals of Your Culture
Rituals at Work
Using Quality Stations to Implement the Four Rituals of Improvement
Ritual 1: Quality Stations Help Show Tactical Goals
Ritual 2: Quality Stations Show Activities in Progress
Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results
Ritual 4: Quality Stations Show Ideas for the Future
Details on the Four Rituals of Improvement
Ritual 1: Show the Tactical Goals of the Team
Ritual 2: Show the Projects in Progress
Ritual 3: Measure and Communicate Results
Ritual 4: Make Ideas for the Future Visible
Culturally Appropriate Small-Team Leadership
Communications at the Quality Stations
Appearance of a Quality Station
The Work of a Quality Station
Management Quality Stations
A Final Word on Quality Stations
Summary
Section II: Engaging People in Your New Culture
The Objective Elements of Engaging People
Creating a Framework That Engages People to Help
Element 1: People Need Goals to Achieve
Element 2: People Need New Skills to Do New Things
Root Cause Analysis
Element 3: People Need Time to Work on Improvement
Element 4: People Need Access to Resources
Providing Funds
Small-Event Improvements
Element 5: People Need a Structure for Action
Summary
The Subjective Elements That Disrupt Engagement of People
What if Improvement Does Not Happen?
The Subjective Elements That Disrupt Engagement
Element 1: Some Teams Do Not Trust Management
Element 2: Some Teams Have Disruptive Members
Intentionally Disruptive Team Members
Direct Relationships with Management
Intentionally Disruptive Individuals
Unintentionally Disruptive Team Members
Summary
Section III: The Social Design of Your New Culture
Understanding the Theory of Industrial Culture
Personalities and Personal Cultures at Work
Each Business Has a Culture That Defines the Workplace
Social Cultures at Work
Three Typical Responses to a Dominant Culture
1. People of Different Cultures Will Appear to Fit the
Dominant Culture at Work
2. People of Different Cultures Will Adopt a Neutral Behavior while at Work
3. People of Different Cultures Will Resist the Dominant
Culture at Work
What to Do about These Three Responses to Your Dominant Work Culture
Situational Cultures
Summary
The Social Design of a New Culture
Social Design in Industry
Social Consideration 1: Precision and Timeliness
How to Handle Routine Work
How to Handle Nonroutine Work
When to Begin
Social Consideration 2: Collaboration and Teamwork
Communicating about Differences within a Team
Different Expressions of the Same Family Values
Different Interpretations and Assumptions of a Simple Task: Getting the Mail
How to Handle Aberrant Behavior
Social Consideration 3: Inclusion and Contribution
Summary
Valuing Individuals
Five Elements of Valuing Individuals
Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable
Recognize That Many Personal Qualities Are a Mixed Blessing
Element 2: Provide Emotional and Social Support during Cultural Changes
Dealing with "Heritage" Issues
Establish Affinity Groups
Facilitate Meetings of Affinity Groups
Unexpected Affinity Groups
Establish a Group of "Diversity Pioneers"
Element 3: Establish New Policies and Practices for Your New Culture
Element 4: Enforcement of Your New Culture's Policies and Practices
Element 5: Celebration of Your Cultural Change
Summary
Managing Emotion at Work
Exploring Emotions at Work
Listen to What Your People Tell You about Their Feelings about Work
Everything Is Not Good When Real Change Is Happening
Interpreting the Emotions of Change
If You Cannot Interpret Emotions at Work, Find Someone Who Can?
Interpreting Emotions Is Key to Implementing Successful Change
Summary
SECTION IV: Managing and Sustaining Cultural Change
How Communication Reflects Your Culture
Three Types of Messages from Management
1. Delivering News
2. Making Statements of Belief and Support
3.
General Note
Giving Instructions for Action
Organizational Implications of Communication: The Role of Senior Management
The Role of Middle Managers in Communicating
Problem 1: People Do Not Get Your Message
Problem 2: Middle Managers Are Disenfranchised
Manage and Measure the Communication
Summary
Measuring the Performance of Small Events
Principles of Measuring Small-Event and Autonomous Improvement
Measuring How Engaged Your People Are in Improving Your Business
Using Bulk Measurements to Ensure You Are All Working toward the Same Goal
Measuring Visible Results Reinforces an Intuitive Understanding of Performance
Make Sure Your Measures Are Consistent and Credible to the People Being Measured
Make Your Measurements Direct and Exact
Keep Your System Fair and Accurate
Create a Subject Matter Expert for Measurement
Other Interesting Measurements
Useful and Nearly Objective Assessment of Subjective Data
Use Bulk Measures When Individual Data Are Not Available
Look for Useful Trends in Meaningless Data
Defend Your Measures
Summary
Managing the Competence of Your Employees, Especially in
Business-Critical Roles
Early Assessments of Individual Employee Competence
Recognizing the Importance of Critical Positions to the Overall Performance of the Organization
The Basis of Data Gathering to Assess Employee Competence
Measure the Percentage of Critical Positions Occupied by Highly Competent People
Measure the Overall Performance of the Organization
The Process of Data Gathering to Assess Employee Competence
Step 1: Identify the Critical Positions in Your Organization
Step 2: Assess the Individuals Working in Your Critical Positions
Correlating Personal Competence with Organizational Performance
Management Lessons from Competence Assessment
F
Organizational Implications of Communication: The Role of Senior Management
The Role of Middle Managers in Communicating
Problem 1: People Do Not Get Your Message
Problem 2: Middle Managers Are Disenfranchised
Manage and Measure the Communication
Summary
Measuring the Performance of Small Events
Principles of Measuring Small-Event and Autonomous Improvement
Measuring How Engaged Your People Are in Improving Your Business
Using Bulk Measurements to Ensure You Are All Working toward the Same Goal
Measuring Visible Results Reinforces an Intuitive Understanding of Performance
Make Sure Your Measures Are Consistent and Credible to the People Being Measured
Make Your Measurements Direct and Exact
Keep Your System Fair and Accurate
Create a Subject Matter Expert for Measurement
Other Interesting Measurements
Useful and Nearly Objective Assessment of Subjective Data
Use Bulk Measures When Individual Data Are Not Available
Look for Useful Trends in Meaningless Data
Defend Your Measures
Summary
Managing the Competence of Your Employees, Especially in
Business-Critical Roles
Early Assessments of Individual Employee Competence
Recognizing the Importance of Critical Positions to the Overall Performance of the Organization
The Basis of Data Gathering to Assess Employee Competence
Measure the Percentage of Critical Positions Occupied by Highly Competent People
Measure the Overall Performance of the Organization
The Process of Data Gathering to Assess Employee Competence
Step 1: Identify the Critical Positions in Your Organization
Step 2: Assess the Individuals Working in Your Critical Positions
Correlating Personal Competence with Organizational Performance
Management Lessons from Competence Assessment
F
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Citations
APA Citation, 7th Edition (style guide)
Floyd, R. C. (2020). A culture of rapid improvement: creating and sustaining an engaged workforce (1st.). Productivity Press.
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Floyd, Raymond C.. 2020. A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce. Productivity Press.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Floyd, Raymond C.. A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce Productivity Press, 2020.
MLA Citation, 9th Edition (style guide)Floyd, Raymond C.. A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce 1st., Productivity Press, 2020.
Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.
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f5adbe1c-3a41-6ea8-d0e7-68adf75889f4-eng
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Full title | culture of rapid improvement creating and sustaining an engaged workforce |
Author | floyd raymond c |
Grouping Category | book |
Last Update | 2024-10-08 10:55:34AM |
Last Indexed | 2024-10-09 03:38:52AM |
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500 | |a <b>Industrial Culture: The Human Side of Change</b> <br>Improve the Performance of Your Business by Creating a New Industrial Culture <br>The Importance of a Culture of Rapid Improvement <br>How Your Culture Affects the Potential for Improvement <br>How Culture Is Influenced by Strategy <br>A Simple Model of Culture <br>Element 1: Values <br>Element 2: Beliefs <br>Element 3: Behavior <br>Element 4: Rituals <br>How to Use This Simple Model of Culture <br>Designing a Corporate Culture <br>Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized <br>Summary <br><b>Section I: Establish the Values and Beliefs of Your New Culture</b> <br><b>Strategy: The Values and Beliefs of an Industrial Culture</b> <br>Establishing Strategic Goals for Your Organization <br>Establishing Your Organization's Tactical Goals <br>Setting Strategic Goals Is the Responsibility of the Senior Leader <br>A Process for Establishing Strategic Goals <br>Look Outside Your Organization <br>Evaluate Your Customers and Competitors <br>Consider the Owners of Your Business <br>Do Not Forget to Consider Your Employees <br>Assess the Needs of Your Organization's Community <br>Next, Look Inside Your Organization <br>Analyze the Gap between Your Current Capabilities and Your Future Requirements <br>Write Your Goals <br>1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing <br>2. Strategic Goals Have a Directionally Correct Statement of Future Needs <br>3. Strategic Goals Have a Credible Description of Current Capabilities <br>4. Strategic Goals Have a Few Objective Measures That Define Progress <br>5. Strategic Goals Have Interim Tactical Performance <br>Targets to Be Achieved <br>Present Your Goals to Your Organization <br>Conclusion <br>Summary <br><b>3 Making Your Cultural Values Personal</b> <br>A Three-Level View for Translating Goals into Actions <br>The CEO's Three-Level View <br>The Division Managers' Three-Level View <br>Individual Department Managers' Three-Level View <br>A Case Study of the Three-Level View of Translating Goals to Actions <br>Keeping the Whole Team on Board <br>Refreshing Your Goals <br>A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions <br>Summary <br><b>Quality Stations: The Rituals of Your Culture</b> <br>Rituals at Work <br>Using Quality Stations to Implement the Four Rituals of Improvement <br>Ritual 1: Quality Stations Help Show Tactical Goals <br>Ritual 2: Quality Stations Show Activities in Progress <br>Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results <br>Ritual 4: Quality Stations Show Ideas for the Future <br> Details on the Four Rituals of Improvement <br>Ritual 1: Show the Tactical Goals of the Team <br>Ritual 2: Show the Projects in Progress <br>Ritual 3: Measure and Communicate Results <br>Ritual 4: Make Ideas for the Future Visible <br>Culturally Appropriate Small-Team Leadership <br>Communications at the Quality Stations <br>Appearance of a Quality Station <br>The Work of a Quality Station <br>Management Quality Stations <br>A Final Word on Quality Stations <br>Summary <br><b>Section II: Engaging People in Your New Culture</b> <br><b>The Objective Elements of Engaging People</b> <br>Creating a Framework That Engages People to Help <br>Element 1: People Need Goals to Achieve <br>Element 2: People Need New Skills to Do New Things <br>Root Cause Analysis <br>Element 3: People Need Time to Work on Improvement <br>Element 4: People Need Access to Resources <br>Providing Funds <br>Small-Event Improvements <br>Element 5: People Need a Structure for Action <br>Summary <br><b>The Subjective Elements That Disrupt Engagement of People</b> <br>What if Improvement Does Not Happen? <br>The Subjective Elements That Disrupt Engagement <br>Element 1: Some Teams Do Not Trust Management <br>Element 2: Some Teams Have Disruptive Members <br>Intentionally Disruptive Team Members <br>Direct Relationships with Management <br>Intentionally Disruptive Individuals <br>Unintentionally Disruptive Team Members <br>Summary <br><b>Section III: The Social Design of Your New Culture</b> <br><b>Understanding the Theory of Industrial Culture</b> <br>Personalities and Personal Cultures at Work <br>Each Business Has a Culture That Defines the Workplace <br>Social Cultures at Work <br>Three Typical Responses to a Dominant Culture <br>1. People of Different Cultures Will Appear to Fit the <br>Dominant Culture at Work <br>2. People of Different Cultures Will Adopt a Neutral Behavior while at Work <br>3. People of Different Cultures Will Resist the Dominant <br>Culture at Work <br>What to Do about These Three Responses to Your Dominant Work Culture <br>Situational Cultures <br>Summary <br><b>The Social Design of a New Culture</b> <br>Social Design in Industry <br>Social Consideration 1: Precision and Timeliness <br>How to Handle Routine Work <br>How to Handle Nonroutine Work <br>When to Begin <br>Social Consideration 2: Collaboration and Teamwork <br>Communicating about Differences within a Team <br>Different Expressions of the Same Family Values <br>Different Interpretations and Assumptions of a Simple Task: Getting the Mail <br>How to Handle Aberrant Behavior <br>Social Consideration 3: Inclusion and Contribution <br>Summary <br><b>Valuing Individuals</b> <br>Five Elements of Valuing Individuals <br>Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable <br>Recognize That Many Personal Qualities Are a Mixed Blessing <br>Element 2: Provide Emotional and Social Support during Cultural Changes <br>Dealing with "Heritage" Issues <br>Establish Affinity Groups <br>Facilitate Meetings of Affinity Groups <br>Unexpected Affinity Groups <br>Establish a Group of "Diversity Pioneers" <br>Element 3: Establish New Policies and Practices for Your New Culture <br>Element 4: Enforcement of Your New Culture's Policies and Practices <br>Element 5: Celebration of Your Cultural Change <br>Summary <br><b>Managing Emotion at Work</b> <br>Exploring Emotions at Work <br>Listen to What Your People Tell You about Their Feelings about Work <br>Everything Is Not Good When Real Change Is Happening <br>Interpreting the Emotions of Change <br>If You Cannot Interpret Emotions at Work, Find Someone Who Can? <br>Interpreting Emotions Is Key to Implementing Successful Change <br>Summary <br><b>SECTION IV: Managing and Sustaining Cultural Change</b> <br><b>How Communication Reflects Your Culture</b> <br>Three Types of Messages from Management <br>1. Delivering News <br>2. Making Statements of Belief and Support <br>3. | ||
500 | |a Giving Instructions for Action <br>Organizational Implications of Communication: The Role of Senior Management <br>The Role of Middle Managers in Communicating <br>Problem 1: People Do Not Get Your Message <br>Problem 2: Middle Managers Are Disenfranchised <br>Manage and Measure the Communication <br>Summary <br><b>Measuring the Performance of Small Events</b> <br>Principles of Measuring Small-Event and Autonomous Improvement <br>Measuring How Engaged Your People Are in Improving Your Business <br>Using Bulk Measurements to Ensure You Are All Working toward the Same Goal <br>Measuring Visible Results Reinforces an Intuitive Understanding of Performance <br>Make Sure Your Measures Are Consistent and Credible to the People Being Measured <br>Make Your Measurements Direct and Exact <br>Keep Your System Fair and Accurate <br>Create a Subject Matter Expert for Measurement <br>Other Interesting Measurements <br>Useful and Nearly Objective Assessment of Subjective Data <br>Use Bulk Measures When Individual Data Are Not Available <br>Look for Useful Trends in Meaningless Data <br>Defend Your Measures <br>Summary <br><b>Managing the Competence of Your Employees, Especially in</b> <br><b>Business-Critical Roles</b> <br>Early Assessments of Individual Employee Competence <br>Recognizing the Importance of Critical Positions to the Overall Performance of the Organization <br>The Basis of Data Gathering to Assess Employee Competence <br>Measure the Percentage of Critical Positions Occupied by Highly Competent People <br>Measure the Overall Performance of the Organization <br>The Process of Data Gathering to Assess Employee Competence <br>Step 1: Identify the Critical Positions in Your Organization <br>Step 2: Assess the Individuals Working in Your Critical Positions <br>Correlating Personal Competence with Organizational Performance <br>Management Lessons from Competence Assessment <br>F | ||
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