Managing change : practical strategies for competitive advantage

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Title:

Personal Author:

Tuominen, Kari

Publication Information:

Milwaukee : ASQ, 2000

ISBN:

9780873894708

Subject Term:

Organizational change

Strategic planning

Competition

Industrial management

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010046707	HD58.8 T86 2000	Open Access Book	Book	Searching... Unknown
Searching... Razak School	30000005165927	HD58.8 T86 2000	Open Access Book	Book	Searching... Unknown

This title addresses the issue of change in technology, products, and individual competencies. The author also puts forward the idea that companies must not only learn from their experiences but from the competition's experiences. The models used are applicable to all industry.

Author Notes

Kari Tuominen has been president of OY Benchmarking Ltd. since 1995.

Foreword	p. vii
Acknowledgments	p. ix
Welcome to the Book	p. xi
The Objective of This Book	p. xvii
Why Do So Many Development Projects Fail?	p. xxv
Part 1 Holistic Management	p. 1
Chapter 1 Organization--A Combination of Management Models	p. 2
Summary	p. 2
Identifying Interactions	p. 4
Case Study: The Bakers	p. 5
Models As Part of a Holistic View	p. 14
Self-Evaluation Questions	p. 15
Part 2 Development Models	p. 16
Chapter 2 Strategic Management	p. 20
Introduction to Strategic Management	p. 22
Case Study: ABB, Customer Focus Program	p. 30
Model of Implementation of the Capability Strategies	p. 43
Self-Evaluation Questions	p. 61
Chapter 3 Product Management	p. 63
Introduction to Product Management	p. 65
Case Study: Aquamaster-Rauma	p. 72
Development Model for Plus-Modular Mass Customization	p. 97
Self-Evaluation Questions	p. 131
Chapter 4 Process Management	p. 132
Introduction to Process Management	p. 134
Case Study: Ahlstrom Pumps--Process Improvement Program	p. 144
Process Management Development Model	p. 171
Self-Evaluation Questions	p. 188
Chapter 5 Development Management	p. 189
Introduction to the Benchmarking Development Model	p. 191
Case Study: Rosenlew Household Appliances Renewal of Products and Production	p. 199
Benchmarking Development Model	p. 207
Self-Evaluation Questions	p. 224
Part 3 Management of Change	p. 227
Chapter 6 Managing Change Processes	p. 229
Why Is Managing Change So Difficult?	p. 230
Changes in Company	p. 231
Cost Cutting	p. 233
Development of the Operation	p. 236
An Extra Team Effort	p. 240
Continuous Improvement	p. 243
Continuous Learning	p. 244
Skills Required in Change Management	p. 245
Chapter 7 Systematic Framework and Specific Targets	p. 247
Identify the True Need for Change	p. 248
Create a Challenging, Inspiring Vision	p. 249
Show Your Commitment through Your Involvement and Interest in Learning	p. 250
Be Ready to Compromise	p. 251
Raise Your Targets	p. 252
Prepare Challenging Plans	p. 253
Timing Is Everything	p. 254
Identify and Exploit Development Resources	p. 255
Invest in Development Professionals	p. 256
Provide Development Training	p. 257
Organize for Change	p. 258
Chapter 8 Leadership Brings Change	p. 259
The Driven Leader Has Vision and Can Pass It On	p. 260
The Driven Leader Has Desire	p. 261
The Driven Leader Listens to Others	p. 262
The Driven Leader Seeks Change in Him- or Herself	p. 263
The Driven Leader Rises to a Challenge	p. 264
The Driven Leader Finds Challenge Lovers	p. 265
Challenge Lovers Get Things Done	p. 266
Everyone Must Get Involved	p. 267
Champions Have What It Takes	p. 268
Prepare for Conflicts	p. 269
Inform and Communicate	p. 270
Maintain the Need for Change	p. 271
The Right Values Lead to the Best Solutions	p. 272
Chapter 9 Results, Not Plans, Provide Solutions	p. 273
The Perfect Plan Does Not Exist	p. 274
Make Sure Everyone Is Committed	p. 275
Move from Several Directions Simultaneously	p. 276
Start Open Measurement Immediately	p. 277
Start At Once	p. 278
Initiate a Pilot Program	p. 279
Go for Quick Implementation	p. 280
Have a Long-Term Horizon	p. 281
Reward Even a Brave Attempt	p. 282
Move toward Ongoing Improvement	p. 283
Chapter 10 Self-Evaluation Questions	p. 284
Part 4 Managing My Own Change	p. 287
Chapter 11 Introduction to Managing My Own Change	p. 289
The Company Develops Only When I Develop	p. 290
Modeling Is the Core of NLP	p. 291
NLP Helps Manage the Individual Thinking Process	p. 292
Superior Proficiency Can Be Modeled and Taught	p. 293
We Already Possess the Resources to Make Changes That Are Important to Us	p. 294
The Unconscious Mind Outperforms the Conscious Mind	p. 295
The Mind and the Body Are Parts of the Same System	p. 296
NLP Can Be Used to Improve Communication Skills	p. 297
The World and Perceptions of It Are Two Different Things	p. 298
People Make the Best Choice They Can	p. 299
We Create Our World with Our Five Senses	p. 300
The Meaning of the Communication Is in the Reaction It Creates	p. 301
All Behavior Has a Positive Intention	p. 302
Chapter 12 Development Model for Managing My Own Change	p. 303
How Do You Generate Maximum Performance?	p. 304
Create Inspiring Visions for Yourself	p. 305
You Have to Believe in Your Vision	p. 306
Firm Belief Generates Enthusiasm	p. 307
Only Action Leads to Success	p. 308
Chapter 13 Case Study: Composing Managing Change	p. 309
Create Inspiring Visions for Yourself	p. 310
You Have to Believe in Your Vision	p. 312
Firm Belief Generates Enthusiasm	p. 313
Only Action Leads to Success	p. 314
Chapter 14 Self-Evaluation Criteria	p. 315
Epilogue	p. 317
Managing Change and Malcolm Baldrige National Quality
Award Criteria	p. 319
Literature	p. 323
About the Author	p. 325

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Summary

Summary

Author Notes

Table of Contents