The process-centered enterprise : the power of commitments

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The process-centered enterprise : the power of commitments / Gabriel A. Pall ; forewords by A. Blantin [i.e. Blanton] Godfrey, Stephan H. Haeckelsa

資料種別:: 図書
出版情報:: Boca Raton : St. Lucie Press, c2000
形態:: xxix, 325 p. ; 25 cm
著者名:: Pall, Gabriel A. <DA10001961>
ISBN:: 9781574442397 [1574442392]
書誌ID:: BA4552631X

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注記:

Bibliography: p. 307-309
Includes index

主題:

経営政策．経営計画

言語:

英語

目次情報:

The Case for Process Centering / Part I：

Doing Business in the Face of Change / Chapter 1.：

The Changing Business Environment / 1.1：

The Fundamental Success Factors / 1.1.1：

The New Challenge: Accelerated and Unpredictable Change / 1.1.2：

The Results of Change: What Is Really Happening? / 1.1.3：

The History of Change / 1.1.4：

Where Are We Today? / 1.2：

Problems with Today's Corporation / 1.2.1：

Today's Challenge / 1.2.2：

Summary / 1.3：

Traditional Ways of Coping with Change / Chapter 2.：

The Nature and Sources of Change / 2.1：

The Ping-Pong Response of Organizations to Change / 2.1.1：

Today's Customer-Driven Environment / 2.1.2：

Competition in the 21st Century / 2.1.3：

Traditional Responses to Change / 2.2：

Total Quality Management / 2.2.1：

Business Process Reengineering / 2.2.2：

Limitations of Traditional Reengineering / 2.2.3：

Limitations of the Traditional Approaches to Process Change / 2.3：

The Imperfection of Customer Needs / 2.3.1：

The Process Paradox / 2.3.2：

What Now? A Change in Managerial Attitudes / 2.4：

The Economic Value in Process Centering / 2.5：

Managing Work for Value Enhancement / 3.1：

The Value Contribution of Work / 3.1.1：

The Questionable Value Contribution of Downsizing / 3.1.2：

Investment in Business Processes for Economic Value Added / 3.2：

Impact on the Customer / 3.2.1：

Relevance to Overall Strategic Direction / 3.2.2：

The Viability of the Process / 3.2.3：

The Worth of the Process / 3.2.4：

Process Cost / 3.3：

The Cost of Conformance / 3.3.1：

The Cost of Nonconformance / 3.3.2：

The Cost of Quality as Management Tool / 3.3.3：

Productivity and Value / 3.3.4：

The Intellectual Value in Process Centering / 3.4：

The Emergence of Intellectual Assets / 4.1：

Intellectual Value Added / 4.2：

Customer Capital / 4.2.1：

Intellectual Capital / 4.2.2：

Net Added Value of Information Processed / 4.2.3：

The Role of Knowledge Management in Process Design / 4.3：

Process Centering Fundamentals / 4.4：

Understanding Processes / Chapter 5.：

Process Fundamentals / 5.1：

Classic Definitions / 5.1.1：

Process Control / 5.1.2：

Process Capability / 5.1.3：

Core Concepts of Process Thinking / 5.2：

Subject Process / 5.2.1：

Example for Subject Processes / 5.2.2：

Process Feedback / 5.2.3：

Process Quality / 5.2.4：

The Concept of Social Processes: The Human Element / 5.3：

Open Systems / 5.3.1：

Business Processes / 5.3.2：

Process Centering: The Basic Approach / 5.4：

Process Centering as the Prerequisite for Change / 6.1：

Definition of Process Centering / 6.1.1：

Commitment Management / 6.1.2：

Process Reengineering / 6.1.3：

Organizational Adaptability / 6.1.4：

Process Performance and Adaptability / 6.2：

Definitions / 6.2.1：

Adaptive Loops in Processes / 6.2.2：

The Superiority of Process Centering / 6.2.3：

Commitment Coordination and Process Alignment / 6.2.4：

What Needs To Be Done / 6.2.5：

Process Centering: The Response to Change / 6.3：

Response to Change / 7.1：

Upsizing and Growth / 7.1.1：

The Nature of Change / 7.1.2：

Response Characteristics / 7.2：

Information Intensity and Process Adaptability / 7.2.1：

Process Robustness / 7.2.2：

The Economics of Increasing Returns / 7.2.3：

Response Strategies for Growth / 7.3：

Processes as Product Offerings / 7.3.1：

Market Preempting / 7.3.2：

Process Investment Strategies for Growth / 7.3.3：

Process Centering: Role of the Individual / 7.4：

Process People / 8.1：

Empowerment, Commitment and Accountability / 8.1.1：

The Process Professional / 8.1.2：

The Process Team / 8.1.3：

Process Work / 8.2：

Multifunctional Work / 8.2.1：

Multidimensional Work / 8.2.2：

Valuable Work / 8.2.3：

Productive Work / 8.2.4：

Knowledge-Based Work / 8.2.5：

Rewarding Work / 8.2.6：

Work-Driven Shift in Personal Characteristics and Skills / 8.2.7：

Process-Related Roles and Responsibilities / 8.3：

Process Centering: The Management Team / 8.4：

Overseers and Implementers / 9.1：

Enterprise Transformation Executive / 9.1.1：

Enterprise Transformation Council / 9.1.2：

Business Process Management Executive / 9.1.3：

Business Process Owner / 9.1.4：

Business Process Management Team / 9.1.5：

Business Process Management Team Leader / 9.1.6：

Business Process Stakeholders / 9.1.7：

Process Management Resources / 9.2：

Process Contract / 9.2.1：

Process Training / 9.2.2：

Information Technology: The Response Integrator / 9.3：

Change and Information Intensity / 10.1：

Information Technology / 10.1.1：

Information Management for Adaptability / 10.2：

Two Key Process Components / 10.2.1：

Basic Functional Capabilities / 10.2.2：

Technology Assessment / 10.2.3：

Networked Collaborative Systems / 10.3：

Employee Training / 10.3.1：

Collaborative Work Practices / 10.3.2：

Wide-Area Networks / 10.3.3：

Groupware and Collaborative Computing / 10.3.4：

Fundamentals of Online Collaborative Systems / 10.3.5：

Collaborative System Architecture / 10.3.6：

Information Technology as Integrator / 10.4：

Deductive Thinking / 10.4.1：

Inductive Thinking / 10.4.2：

The Need Paradox / 10.4.3：

Process-Centered Management / 10.5：

Basics of Business Process Management / Chapter 11.：

Process Management Overview / 11.1：

The Process Management Roadmap / 11.1.1：

Classification of Business Processes / 11.1.2：

Process Planning / 11.2：

Process Identification and Mapping / 11.2.1：

Process Selection for Reengineering / 11.2.2：

Process Definition / 11.2.3：

Customer Requirements / 11.2.4：

Effective Process-Centered Management / 11.3：

The Operational View / 12.1：

The Two Dimensions of Process Management / 12.1.1：

Commitment Management and Communications / 12.1.2：

Process Resources / 12.1.3：

Process Measurements and Controls / 12.1.4：

Process Adaptability / 12.1.5：

Process Centering / 12.2：

Process Structure: The Holistic View / 12.3：

The Dynamic Business Process / 13.1：

The Holistic Process Model / 13.1.1：

The Workflow and Adaptive Loops / 13.1.3：

Alignment Engineering / 13.2：

Process Performance and Resources / 13.3：

Performance Measurement and Control / 14.1：

Process Measurement / 14.1.1：

Cycle-Time Reduction / 14.1.2：

Cycle-Time Basics / 14.2.1：

Business Cycle Time / 14.2.2：

Time To Respond / 14.2.3：

Time to Commitment / 14.2.4：

Performance Cycle Time / 14.2.5：

Human Resources and Adaptive Management Organization / 14.3：

Groupware / 14.4：

Enterprise Applications / 14.4.2：

Business Processes as Assets / 14.4.3：

Design for Adaptability / 14.5：

Traditional Design Approach to Adaptability / 15.1：

The Holistic Design Approach / 15.2：

Process Design Concepts / 15.2.1：

Design of New Process Structure / 15.2.2：

Redesign of Existing Process Structure / 15.2.3：

Design for Robust Commitments / 15.3：

Design for Process Adaptability / 16.1：

Backbone Network of Commitments / 16.1.1：

Workflow Reconfiguration / 16.1.2：

Design for Accountability / 16.2：

Culture of Accountability / 16.3：

Continuous Improvement and Planning / 16.4：

Process Improvement / 16.4.1：

Launching the Process / 16.4.2：

Process Implementation Planning / 17.1：

Integrated Implementation Planning / 17.1.1：

The Three Steps of Implementation Planning / 17.1.2：

Planning for Implementation Problems / 17.2：

Company-Wide Constraints / 17.2.1：

Process-Level Impediments / 17.2.2：

Cultural Resistance / 17.2.3：

Technology Constraints / 17.2.4：

Planning for Action / 17.3：

Process Deployment / 17.4：

The Process-Centered Organization in Operation / 17.5：

The Business Process Level / 18.1：

Process Ownership / 18.1.1：

Accountability Framework / 18.1.2：

Process Stakeholders / 18.1.3：

Continuous Process Assessment / 18.1.4：

The Enterprise Level / 18.2：

Operational Responsibilities / 18.2.1：

The Millennium Enterprise / 18.2.2：

Appendixes / 18.3：

The Tools of Process Centering / Appendix 1.：

Stand-Alone Software Tools / A1.1：

Process Modeling Tools / A1.1.1：

Process Documentation Tools / A1.1.2：

Process Simulation Tools / A1.1.3：

Process Mapping-Related Activity-Based Costing Tools / A1.1.4：

Project Management Tools / A1.1.5：

Groupware/Software Tools for Team Effectiveness / A1.1.6：

ERP-Based Software Tools / A1.2：

SAP / A1.2.1：

Oracle / A1.2.2：

Abbreviations and Acronyms / Appendix 2.：

Glossary

Endnotes

Bibliography

Index

The Case for Process Centering / Part I：

Doing Business in the Face of Change / Chapter 1.：

The Changing Business Environment / 1.1：

The Fundamental Success Factors / 1.1.1：

The New Challenge: Accelerated and Unpredictable Change / 1.1.2：

The Results of Change: What Is Really Happening? / 1.1.3：

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