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A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce

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Title: A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce
Author: Raymond C. Floyd
ISBN: 0873896777 / 9781563273780
Format: Hard Cover
Pages: 328
Publisher: Productivity Press
Year: 2008
Availability: In Stock
     
 
  • Description
  • Contents

A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can— Develop the shared values and beliefs that serve as the foundation for a dynamic culture Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement Measure, evaluate, and manage the performance of the new cultureFilled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America.

Foreword by H. Eugene Mcbrayer
Preface
Acknowledgements
About the Author

Chapter 1 : Industrial Culture: The Human Side of Change

SECTION 1 : ESTABLILSH THE VALUES AND BELIEFS OF YOUR NEW CULTURE
Chapter 2 : Strategy: The Values and Beliefs of an Industrial Culture
Chapter 3 : Making Your Cultural Values Personal
Chapter 4 : Quality Stations: The Rituals of Your Culture

SECTION 2 : ENGAGING PEOPLE IN YOUR NEW CULTURE
Chapter 5 : The Objective Elements of Engaging People
Chapter 6 : The Subjective Elements That Disrupt Engagement of People

SECTION 3 : THE SOCIAL DESIGN OF YOUR NEW CULTURE
Chapter 7 : Understanding the Theory of Industrial Culture
Chapter 8 : The Social Design of a New Culture
Chapter 9 : Valuing Individuals
Chapter 10 : Managing Emotion at Work

SECTION 4 : MANAGING AND SUSTAINING CULTURAL CHANGE
Chapter 11 : How Communication Reflects Your Culture
Chapter 12 : Measuring the Performance of Small Events
Chapter 13 : Managing the Competence of Your Employees, Especially in

SECTION 5 : GETTING STARTED IN YOUR ORGANIZATION
Chapter 14 : Phase I : The First Six Months
Chapter 15 : Phase II: The Second Six Months
Chapter 16 : Phase III: The Third Six Months
Chapter 17 : The Fourth Six Months

Index

 
 
 
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