A Handbook for Team-Based Organization
1. Auflage 1996,
184 Seiten, Kartoniert, Format (B × H): 179 mm x 255 mm, Gewicht: 458 g
Koehler Teams in GovernmentLike American business executives, many government leaders realize that a continuation of the traditional management of objectives approach will achieve failure. Those willing to change are searching for a new approach to managing government. The authors of Teams in Government believe the best approach is Total Quality Management (TQM).Why TQM? Because it consists of gradual, unending improvement activities that involve every person in the organization in a totally integrated effort to improve performance and quality at every level and to increase customer satisfaction. The government has two types of customers-the person who receives the benefits of its services and the taxpayer who supplies the money to fuel an efficient and effective operation.If you are looking for the tools and techniques that will enable you to deliver government services that not only meet but exceed the expectations of your customers, to do it right the first time, you need Teams in Government.Any government organization that wants to switch from focusing solely upon meeting the needs of the bureaucracy (primarily on meeting objectives and quotas designed by the upper echelon), who are furthest from your customers, will find TQM to be extremely effective.
Weitere Infos & Material
GOVERNMENTChangeTotal Quality ManagementCornerstonesDifferencesBeliefsPrinciplesPRINCIPLES OF A TEAM-BASED ORGANIZATIONTeam-Based OrganizationsTYPES OF TEAMSTop Management TeamsTEAM CHARACTERISTICSEffective Process Improvement Team MembersTeam Member BenefitsTeam FacilitatorsTeam LeadersTeam RecordersTeam SponsorsTeam CulturesTeam SizeTeam Member IntroductionsEffective Team MeetingsAgendasMeeting Room and SeatingTeam NamesCustomer AnalysisSuppliersTEAM DYNAMICSThe Importance of Team DynamicsProcess Improvement TeamsEffective Process Improvement TeamsForming a Process Improvement TeamTeam ParticipationTeam Participation RequirementsTeam BuildingStages of Team DevelopmentThe ExperienceTeam CohesivenessCommunicating Effectively in TeamsListening and CommunicationHorizontal CommunicationTeam RelationshipsConflictsDominationTeam OpponentsTeam FailureTeam TrainingLEADERSHIP LEADS TEAMSTeam-Based Organizations in GovernmentThe First StepsPhase One-Leadership CommitmentPhase Two-Mission, Values and GoalsPhase Three-Quality CouncilPhase Four-Division ConfirmationTEAM FORMATIONPhase Five-Membership SelectionPhase Six-Initial MeetingPhase Seven-Meeting EvaluationPhase Eight-Team Mission and GoalsPhase Nine-Team ValuesPROCESS IMPROVEMENT-PART IPhase Ten-Flowchart the ProcessPhase Eleven-Measurement AnalysisPhase Twelve-Customer AnalysisPhase Thirteen-Collect Customer DataPROCESS IMPROVEMENT-PART IIPhase Fourteen-Collect Process DataPhase Fifteen-Collect Supplier DataPhase Sixteen-Data AnalysisPhase Seventeen-Identify ProblemsPhase Eighteen-Identify SolutionsPROCESS IMPROVEMENT-PART IIIPhase Nineteen-Plan the ChangePhase Twenty-Do the ChangePhase Twenty-One-Check the ChangePhase Twenty-Two-Act on the ChangePhase Twenty-Three-Document the ChangePhase Twenty-Four-Present to the Quality CouncilPhase Twenty-Five- "Do It Again" Back to Phase FiveASSESSMENT OF TEAMS AND LEADERSHIPEffective Process Improvement Teams-MeasurementTeam Members Evaluation and Self AssessmentTeam Leaders Evaluation and Self AssessmentTeam Facilitator Evaluation and Self assessmentAgency Leader Evaluation and Self Assessment