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This text reviews the significance of the business process reengineering trend for management practice. The authors show how term and practice shaped the adopted policies of downsizing restructuring and emphasis on process rather than task.
Business policy --- Reengineering (Management) --- Management --- E-books --- Business process reengineering --- Re-engineering (Management) --- Organizational change. --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Organization --- Manpower planning
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Business policy --- Europe --- Reengineering (Management) --- Réingéniérie organisationnelle --- management --- technologie --- rentabilite --- Business process reengineering --- Re-engineering (Management) --- Management --- rentabiliteit --- Reengineering (Management). --- Réingéniérie organisationnelle
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No matter how perfect a project plan may be on paper, it is worthless if nobody actually uses it. This innovative guide shows you how to ensure that your team has the process capabilities needed to successfully carry out any project plan you put to paper. By using the SEI's Capability Maturity Model, The Project Management Maturity Model, and PMBOK Knowledge areas, you can baseline your team's process level to see how it measures up to those required by a project plan.
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Written for academics and professionals alike, this title is an attempt to make change easier. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome, rather than a dreaded concept.$bWritten for students and professionals alike, Making Sense of Change Management is the classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. This fully updated, new edition includes new chapters on recent and emerging research in the area of change management and guidance on how to manage complex change.
Information technology --- Organizational change --- Reengineering (Management). --- Teams in the workplace --- Organisatiemanagement. --- Management. --- Reengineering (Management) --- 658.406 --- Business process reengineering --- Re-engineering (Management) --- Management
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Il diritto societario ed il diritto della crisi sembrano muoversi su orizzonti paralleli e manifestano da tempo una criticità di rapporti. Sebbene la crisi d'impresa riguardi normalmente gli enti organizzati in forma di società, il diritto riformato delle crisi sostanzialmente ignora questa dimensione; analogamente, il diritto societario non prevede alcuna particolare disciplina delle compagini che si approssimano o comunque versano in uno stato di crisi. Numerosi e complessi sono invece i problemi di ""diritto societario della crisi"" che chiedono una soluzione all'interprete. A titolo esempl
Organizational change --- Bank management --- Reengineering (Management) --- Business process reengineering --- Re-engineering (Management) --- Management --- Banks and banking --- Change, Organizational --- Organization development --- Organizational development --- Organizational innovation --- Organization --- Manpower planning
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Technological progress and globalization have completely changed the overall conditions and rules of entrepreneurial engagement. The speed of this modern high performance economy has accelerated, competition is fiercer than ever, and the battles are no longer fought in the domestic or intra-European arena, but on a global level. To keep up with their rivals and increase their productivity, bu- nesses must be able to efficiently manage their processes and structures. However, strategies and business models must be developed simultaneously to set the stage for a successful and sustainable course of expansion. Driven by these forces, the management and focus of restructuring measures has also changed in recent years: in the past, the primary objective was to implement solutions to improve the operational end of the business – and, ultimately, to cut costs. The strategic revamping of the company is closely linked to this type of operational restructuring. Since then, however, another financial dimension has been added to this restructuring approach. In other words, the restructuring pr- ess – and the respective demands it imposes on stakeholders, such as managers, financial partners, and consultants – has evolved substantially from pure cost cutting measures (often associated with "rightsizing") to consulting on the brink of insolvency (planned insolvency method) and growth-oriented financial restr- turing.
Corporate reorganizations. --- Organizational change --- Reengineering (Management) --- Management. --- Business process reengineering --- Re-engineering (Management) --- Management --- Corporations --- Reorganization of corporations --- Industrial management --- Consolidation and merger of corporations --- Reorganization --- Finance. --- Finance, general. --- Administration --- Industrial relations --- Organization --- Funding --- Funds --- Economics --- Currency question
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Production management --- 65.012.4 --- Management. Directorate. Technique and methods of management --- Organizational effectiveness. --- Reengineering (Management) --- Reengineering (Management). --- 65.012.4 Management. Directorate. Technique and methods of management --- Organizational effectiveness --- Business process reengineering --- Re-engineering (Management) --- Management --- Organization
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Reengineering (Management) --- Réingéniérie organisationnelle --- Workflow --- 681.3*H4 --- Workflow systems --- Management --- Business process reengineering --- Re-engineering (Management) --- Information systems applications (GIS etc.) --- 681.3*H4 Information systems applications (GIS etc.)
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High-performance process improvement takes process improvement to the next ambition level. The kernel of the substance is a generic process improvement process that operates under the strictest time, quality and cost constraints. Thanks to a modular composition and robust methods the scope may range from one single person to networks with hundreds of companies. This is realized via three high-class phases: network and company analysis and synthesis process analysis and synthesis the implementation, including process improvement education and training and the practical realization of the improvement potential The presented methods contain mass customization features and a very advanced logic for optimizing the interaction of people, technology, information and material both in the process improvement process itself and the focus process. The book is based on an extensive R&D effort and thorough practical verifications in more than 75 companies in almost any business and in all sizes.
Organizational effectiveness. --- Reengineering (Management). --- Reengineering (Management) --- Organizational effectiveness --- Management --- Business & Economics --- Management Theory --- Management Styles & Communication --- Business process reengineering --- Re-engineering (Management) --- Business. --- Management science. --- Management. --- Organization. --- Planning. --- Production management. --- Business and Management. --- Operations Management. --- Business and Management, general. --- Organization
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