Search results for: the-organization-map

The Organization Map

Author : Pam McClellan
File Size : 24.14 MB
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Offers advice on time management, storage solutions, meal planning, and work schedules, and explains how to reduce clutter and get family members to help with housework

Death of the Org Chart

Author : Walt Brown
File Size : 20.12 MB
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Death of the Org Chart! Long Live the Org Graph! We believe the usefulness of the classic org chart has reached its limit. Modern day organizations are much more complicated than the reporting structures of old. Sure we still need to understand who we report to and what others in our organization look like, but, there is so much more. We are on a mission to include the Individual Contributor, to create an interactive visual solution that yields a level of Individual Contributor cognizance that will make you embarrassed if you are not running a company where everyone can answer these 14 things. Imagine the power of a new person starting with your firm being able to see how the answers to these 14 questions interrelate. I know the Purpose of my Job. I know what Positions or Roles I fill as part of my Job and I know the Purpose of each of these Positions. I know who I Report To. I know who I am Mentored By. I know who I turn to for Coaching in each of my Positions I know the Objectives I am pursuing and how they align with Co. Objectives. I know the Key Results I must hit to be doing a good job. I know what Teams I am Part Of and Why. I know what Meetings I Attend and Why. I know what Workflows my Job and Positions participate in. I know what Processes I follow and maintain as part of my Job and Positions. I know what Systems I login to and Why, and I know how to use them. I know what Entities (Clients, Projects, Contracts) I Interact with. I know what Skills I need now and in the future. We call the above 14 the Organizational Cognizance Model. When an individual can answer these 14 things they will be organizationally cognizant, not just aware. [Awareness is when you smell smoke, cognizance is when you know what you smell is the smoke from the cozy fireplace in the den vs an electrical fire in the wall.]

Improving Performance

Author : Geary A. Rummler
File Size : 73.47 MB
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In this revised and expanded edition, the authors offer a practical, experience-based guide to managing organizations as systems and improving the processes that form a link between organization strategy and the individual.

Improving Performance

Author : Geary A. Rummler
File Size : 43.29 MB
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Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Gary Rummler reflects on the key needs of organizations faced with today's challenge of managing change in today's complex world. The book shows how to apply the three levels of performance and link performance to strategy, move from annual programs to sustained performance improvement, redesign processes, overcome the seven deadly sins of performance improvement and much more.

Strategy Mapping for Learning Organizations

Author : Phil Jones
File Size : 24.41 MB
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How can we ensure our strategy will succeed, especially in changing and uncertain times? The answer, as explained in Strategy Mapping for Learning Organizations, is to become a more responsive organization - one that captures its strategy in strategy maps, learns from that strategy and can adapt to deliver results. For anyone involved in managing strategy and performance, applying the powerful strategy mapping techniques will move your balanced scorecard from an operational tool to one of strategy and change. It will help you capture, communicate and manage your strategy more effectively. However, strategy can no longer be simply a top down, annual process. It needs to be more iterative, emergent and involving. Many agile organizations have adopted rolling plans and budgets. To bring greater agility into the wider strategy and performance management processes requires the tools and techniques described in Strategy Mapping for Learning Organizations. Phil Jones provides a detailed guide to developing, rolling out and managing with modern strategy maps and scorecards, building in agility and learning. His book incorporates the latest strategic thinking and models. It places the balanced scorecard in a wider governance context that includes the management of risk and environmental and social responsibility. Fully illustrated with examples from many different organizations, this book will help you deliver your strategy better.

Some Observations on the Organization of a Large Map Library

Author : Myriem Foncin
File Size : 42.88 MB
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Nusap a Novel Microtubule Associated Protein Map Involved in Mitotic Spindle Organization

Author : Tim Raemaekers
File Size : 76.88 MB
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"Vitamin D and bone, Linking the fields of vitamin D and bone with those of the nucleus and mitotic spindle, Nucleus structure and dynamics, Organization of the nucleus, Microtubules and associated proteins, Mitosis and spindle assembly, Control and mechanism of spindle formation and dynamics, Materials and methods, NuSAP, and novel MAP involved in spindle organization, NuSAP expression in cultured osteoblasts: regulation during development and by 1,25-dihydroxyvitamin D3, Analysis of NuSAP gene expression at the tissue level and chromosomal localization of human and mouse NuSAP, Developmentally regulated expression of NuSAP in the rat testis and mouse embryo, Chromosomal localization of human and mouse Nusap, General discussion and perspectives."

Accounting Organizations and Society

Author :
File Size : 74.15 MB
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It Starts with One

Author : J. Stewart Black
File Size : 27.20 MB
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"PROVOCATIVE, PRACTICAL, POWERFUL!" -Stephen R. Covey, Author of The Seven Habits of Highly Effective People "For any executive, this is an excellent roadmap for leading strategic change!" -Bill Marriott, Chairman and CEO, Marriott International, Inc. "Finally a book that gets it right. Organizations don't change. People change. It Starts with One gives extremely practical tools to make real change happen." -Jack Zenger, Author of The Extraordinary Leader and CEO and Co-founder of ZengerFolkman "All successful businesses accept the need for change. It Starts with One steers the reader through the complexities of modern leadership and delivers a powerful framework for transforming old patterns of action into new strategic direction, emphasizing what matters most-the people." -Edward Dolman, CEO, Christie's International plc "Black and Gregersen debunk the myth that organizations change by changing the organization. They understand the real dynamics a leader must manage to convert the hearts and minds of people in a complex organization to a new direction. If you are trying to shake things up and make lasting change, this is a must-read book." -Gary L. Crittenden, CFO Citigroup "This book broke my own brain barrier, asking me to think differently about ideas and processes that I'd become too comfortable with. It's a significant contribution to the field of organizational change and will undoubtedly help us be more successful with change. And I love the maps-they provoke my intellect and imagination." -Margaret J. Wheatley, Author of Leadership and the New Science, Turning to One Another, and Finding Our Way "What a pleasure to find a book on change focused on 'leading' rather than 'managing' change. Leaders create change; they don't react to it. This book addresses the crux of that leadership issue by focusing on people, where the real change must occur." -Richard D. Hanks, Chairman and President, Mindshare Technologies "Few things add greater value than effectively leading strategic change. Few books show you how to do it better than this one." -Dave Ulrich, Author of Leadership Brand, Professor of Business, University of Michigan and Partner, The RBL Group (www.rbl.net) "A significant barrier to any major change or innovation management process is in transparently defining the past and desired future state, then connecting the move from the former to latter in an inspirational way. It Starts with One offers novel framing and straightforward stepback, targeted thinking that can streamline and turbocharge the challenging change process." -David N. DiGiulio, Consultant and former Vice President, Research & Development, Procter & Gamble "Leading successful strategic change is one of the biggest and most important challenges executives face today. Black and Gregersen offer a practical set of concepts and tools to meet that challenge." -Sue Lee, Senior Vice President, Human Resources and Communications, Suncor Energy Inc. "I found this book special in several ways. It is not the usual description of the stages of change. Instead, it describes the process of change in human terms-the way people really experience it. They go beneath and look at assumptions (mind maps) that hold people back from being able to change." -Jean Broom, Consultant and former Senior Vice President, Human Resources, Itochu International, Inc. "Talk about change has far outstripped leaders' ability to successfully lead it. Black and Gregersen push the change leaders to explore how they think about or 'map' the world in which we live. These maps become either a critical barrier or an asset to their ability to lead change. The authors also provide a challenging self-examination for the serious leader to assess his or her ability to create long-lasting and effective change. Thoughtful leaders will give this a very thoughtful read." -Ralph Christensen, Author of Roadmap to Strategic HR "Strategic change happens one person at a time. Black and Gregersen bring this statement to life by supplying critical insight combined with essential tools for helping individuals negotiate their way through organizational change." -Tyler Bolli, Director, Human Resources, Kohler Company "This book presents a refreshing new way to think about leading change in organizations. Black and Gregersen redraw our maps of the change process in a compelling and practical way that gets right to the heart of making real change possible." -Marion Shumway, Organization Development Program Manager, Intel "Insightful handbook packed full of valuable wisdom for unlocking the power of mental maps in any organization's change efforts." -Dave Kinard, Executive Director for Leadership and Organizational Development, Eli Lilly and Company "Too often in the trenches of organizational life, we deceive ourselves by believing that if we get the boxes in an organization chart or the big systems behind the boxes just right, then organizations change. Black and Gregersen artfully uncover this deception by revealing a new, eye-opening approach to change that can help any leader of change become much stronger and better at it." -Mark Hamberlin, Director, Human Resources European Markets Cisco Systems Inc. Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the "mental maps" inside their heads must happen before you can change the organization. Just as actual maps guide people's footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization. To change organizations, you must break through your own brain barrier-and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles. This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization. Overcoming the failure to see Why organizations miss obvious market transformations-and what to do about it Breaking through the failure to move Why people fail to change even when they see the need-and how to break through this barrier Conquering the failure to finish Why change "stalls out" and how to maintain the momentum Anticipating change Why too often people let the need to change become a crisis before acting-to build to a crisis before acting-and how to create the capability to anticipate change, move when needed, and finish in the future without "being told" To Change the Organization, First Change the Individual. To Change the Individual, Read This Book! Seventy percent of organizations that seek strategic change fail. Organizations can't change because individuals don't change. Individuals don't change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps-and unleash their power to deliver superior, sustained strategic change. Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today's leaders and managers. Among the highlights: a detailed new discussion of how you must change in order to lead change...new guidance on leading change in global environments...and more integrated tools and solutions you can start using today!

Business Process Mapping

Author :
File Size : 24.70 MB
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MAPS

Author : D. M. Jr McKeown
File Size : 29.22 MB
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This paper presents the system description and organization of MAPS, the Map Assisted Photo interpretation System. MAPS is a large integrated database system containing high resolution aerial photographs, digitized maps and other cartographic products, combined with detailed three dimensional descriptions of man-made and natural features in the Washington D.C. area. This paper discusses three major topics. First, classification of different models of database systems for cartographic applications is presented together with a discussion of their inherent strengths and limitations. These models are the Image Database model, the Map Picture Database model and the Image/Map Database (IMD) model. Second, the author argues for the utility of the Image/Map Database model, discuss tasks and presents a general description of the model. This model describes components, facilities and techniques that should be present in such a system, and a range of tasks that can be supported by the model. Finally, he describes the MAPS system in terms of the (IMD) model, and discuss three applications which utilize and integrate image, terrain, and map data in a powerful manner. He also discusses what has been learned during the implementation of the MAPS system, some ideas on the proper interfaces between components, where modularity should be achieved, and point to future work.

Map Librarianship Readings

Author : Roman Drazniowsky
File Size : 49.74 MB
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Bulletin SLA Geography and Map Division

Author : Special Libraries Association. Geography and Map Division
File Size : 76.50 MB
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A treatise on the forces which produce the organization of plants With an appendix containing several memoirs on capillary attraction electricity and the chemical action of light

Author : John William DRAPER (M.D., LL.D.)
File Size : 43.45 MB
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Comparing Social organizational Properties of Paper Vs Digital Map

Author : Maha Kamal Hamdan
File Size : 82.21 MB
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This paper, using data from a public sector land registration organization, inve stigates how the introduction of a new digital business artifact to replace an o ld paper one disturbed the social order at the organization by redistributing ro les and interests. In the organization studied a digital map was introduced to r eplace the paper map that is used in almost all work tasks. Looking at both the paper and the digital map provides insights on the significant differences betwe en the two and the implications of these differences on the distribution of role s, interests, procedures and memory at the organization.

The Organization of Intrinsic Connections of the Rat Entorhinal Cortex

Author : Cynthia Lynn Dolorfo
File Size : 53.87 MB
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Process Mapping Process Improvement and Process Management

Author : Dan Madison
File Size : 68.21 MB
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At last, a simple, well-written survey of process redesign that will help you transform your organization into a world-class competitor. Author Dan Madison explains the evolution of work management styles, from traditional to process-focused, and introduces the tools of process mapping, the roles and responsibilities of everyone in the organization, and a logical ten-step redesign methodology. Thirty-eight design principles allow readers to custom-fit the methodology to the particular challenges within their own organizations. Additional chapters by guest writers Jerry Talley, Ph.D., and Vic Walling, Ph.D., discuss cross-department process management and using computer simulation in redesign, respectively. (Publisher)

The Map Catalog

Author : Joel Makower
File Size : 38.60 MB
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Provides an annotated list of land and water maps, astronomical and weather maps, atlases, globes, and map software

Pearl Harbor Attack

Author : United States. Congress. Joint Committee on the Investigation of the Pearl Harbor Attack
File Size : 83.68 MB
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U S Geological Survey Open file Report

Author :
File Size : 76.72 MB
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