04026nam 2200649 450 991078883710332120231006210704.03-11-095449-410.1515/9783110954494(CKB)3360000000513847(EBL)3050003(OCoLC)922950910(SSID)ssj0001561256(PQKBManifestationID)16200291(PQKBTitleCode)TC0001561256(PQKBWorkID)14829668(PQKB)10688365(MiAaPQ)EBC3050003(DE-B1597)48155(OCoLC)979596038(DE-B1597)9783110954494(Au-PeEL)EBL3050003(CaPaEBR)ebr11049290(EXLCZ)99336000000051384720150508h20002000 uy 0engur|nu---|u||utxtrdacontentcrdamediacrrdacarrierAn Anglo-German dialogue the Munich lectures on the history of international relations /edited by Adolf M. Birke, Magnus Brechtken, Alaric SearleReprint 2015Munich, [Germany] :K. G. Saur,2000.©20001 online resource (286 pages)Prinz-Albert-Studien =Prince Albert Studies ;Band 17.Description based upon print version of record.3-598-21417-0 Front matter --Contents --Foreword --Introduction: Personality, Image and Perception: Patterns and Problems of Anglo-German Relations in the 19th and 20th Centuries /Brechtken, Magnus --PART I: Keeping the Balance - Britain and Europe in the 19th Century. Systemic and Domestic Factors --Great Britain and the Continental Revolutions of 1848 /Sked, Alan --The Place of Germany in Salisbury's Foreign Policy, 1878-1902 /Steele, David --Defending the Empire: Lord Salisbury and Europe, 1886-1892 /Shannon, Richard --PART II: Personality and Foreign Policy in the Age of Imperialism - An Anglo-German Comparison --The Kaiser and England /Röhl, John C.G. --The Monarch's Concept of Foreign Policy: Victoria and Edward VII /Robbins, Keith --The Crisis of the Anglo-German Antagonism, 1916-17 /Howard, Michael --PART III: Perceptions and Designs in Anglo-German Relations --Gustav Stresemann's Concept of International Relations /Wright, Jonathan --Britain and Germany, 1937-1939: A Context for British Reactions to the German Resistance /Dilks, David --Willy Brandt's "Neue Ostpolitik": British Perceptions and Positions, 1969-1975 /Morgan, Roger --PART IV: Retreat from the World Stage: Contradictions and Tensions in British Postwar Foreign Policy --Between Europe and Empire: Britain's Changing Role in World Politics since 1945 /Darwin, John --The End of Empire and British Political Culture /Holland, Robert --The British-American "Special Relationship" and Secret Intelligence since the Second World War /Andrew, Christopher --PART V: Great Britain and Europe Since the End of the Second World War --Britain and Europe after 1945 /Briggs, Asa --Conservative Governments and the Challenge of European Integration, 1984-1997 /Young, John W. --Labour, New Labour, and European Integration, 1945-1999 /Deighton, Anne --THE CONTRIBUTORS --THE EDITORSPrinz-Albert-Studien ;Band 17.International relationsGreat BritainForeign relations20th centuryGreat BritainForeign relations19th centuryGreat BritainForeign relationsGermanyGermanyForeign relationsGreat BritainInternational relations.327.42Birke Adolf M.Brechtken MagnusSearle Alaric1962-MiAaPQMiAaPQMiAaPQBOOK9910788837103321An Anglo-German dialogue3767735UNINA05196nam 2200733 450 991081216620332120230912132113.01-119-01972-91-119-01973-71-119-01971-0(CKB)3710000000371916(EBL)1895926(SSID)ssj0001436800(PQKBManifestationID)11864120(PQKBTitleCode)TC0001436800(PQKBWorkID)11445004(PQKB)10828178(DLC) 2014044772(Au-PeEL)EBL1895926(CaPaEBR)ebr11030446(OCoLC)895388727(CaSebORM)9781119019725(MiAaPQ)EBC1895926(MiAaPQ)EBC4040568(EXLCZ)99371000000037191620150320h20152015 uy 0engur|n|---|||||txtccrKanban and change leadership creating a culture of continuous improvement /Klaus Leopold, Siegfried KalteneckerHoboken, New Jersey :Wiley,2015.©20151 online resource (313 p.)Description based upon print version of record.1-119-01970-2 Includes bibliographical references and index.Title Page; Copyright Page; Contents; Appraisals; Foreword; Preface; Part 1 Kanban; Chapter 1 Introduction; 1.1 What we Care About; 1.2 Who should Read this Book; Chapter 2 Kanban Principles and Core Practices; 2.1 Seeking Productivity; 2.2 kanban and Kanban; 2.3 Evolutionary Change Management; 2.3.1 Knowledge Work: The Problem of Invisibility; 2.4 Kanban Core Practices; 2.4.1 Making the Work Visible; 2.4.2 Limiting the WiP; 2.4.3 Managing the Flow; 2.4.4 Making Policies Explicit; 2.4.5 Implementing Feedback Mechanisms; 2.4.6 Carrying Out Collaborative Improvements2.5 Implementation of the Core Practices in an OrganizationChapter 3 Visualization; 3.1 First Step: Defining the Extent; 3.2 Second Step: Visualizing the Process; 3.2.1 How Are Work Items Visualized?; 3.2.2 Representation of Parallel Processing; 3.2.3 Representation of Activities Without a Fixed Sequence; 3.3 Determining the Work Item Types; 3.3.1 Visualization of Work Item Types; Chapter 4 WiP Limits; 4.1 The Advantages of WiP Limits; 4.1.1 Making Problems Visible; 4.1.2 Making Bottlenecks Visible; 4.2 Setting WiP Limits; 4.2.1 Size of the Input Queue4.2.2 WiP Limits for Various Work Item Types4.2.3 Consequences of Different WiP Limits; Chapter 5 Classes of Service; 5.1 Cost of Delay and Policies; 5.1.1 The Class of Service "Expedited"; 5.1.2 The Class of Service "Fixed Delivery Date"; 5.1.3 The Class of Service "Standard"; 5.1.4 The Class of Service "Intangible"; 5.2 Capacities of Classes of Service; 5.3 SLAs; Chapter 6 Operation and Coordination; 6.1 Daily Stand-up Meeting; 6.2 Queue Replenishment Meeting; 6.2.1 Backlog Maintenance; 6.3 Release Planning Meetings; 6.3.1 What Is a Good Delivery Cadence?; 6.4 Team Retrospectives6.5 Operations ReviewsChapter 7 Metrics and Improvements; 7.1 Metrics in Kanban; 7.2 Cumulative Flow Diagram; 7.3 Measuring the Lead Time; 7.3.1 Throughput; 7.4 Rework and Blockers; 7.4.1 Blockers; 7.5 Improvements; 7.5.1 Theory of Constraints; 7.5.2 Reducing Waste; 7.5.3 Reducing Variability; Part 2 Change and Leadership; Chapter 8 Forces of Change; 8.1 Turbulent Times; 8.2 Turbulent Change; Chapter 9 Environments and Systems; 9.1 Organizations Close-up; 9.2 A Roadmap for Change; Chapter 10 Organizational and Personal Change; 10.1 The Iceberg of Change; 10.2 The Change Curve10.2.1 Fear and Resistance10.2.2 Rational Insight and Emotional Acceptance; 10.2.3 Applying the New Behaviors; 10.2.4 Learning and Integration; Chapter 11 Emotions in Change Processes; 11.1 Uncertainty, Worry, and Anxiety; 11.2 Anger and Aggression; 11.3 Sadness and Disappointment; 11.4 Enthusiasm, Joy, and Courage; Chapter 12 Corporate Culture and Politics; 12.1 The Power of Corporate Culture; 12.2 Corporate Culture and Micropolitics; Chapter 13 Conclusions for Kanban Change Leadership; 13.1 Mindfulness; 13.1.1 A New Paradigm for Management and Leadership; 13.2 Communication13.2.1 The Meaning of Joint Reflection"This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace"--Provided by publisher.Just-in-time systemsContinuous improvement processTransformational leadershipJob enrichmentJust-in-time systems.Continuous improvement process.Transformational leadership.Job enrichment.658.5/1COM051430TEC062000bisacshLeopold Klaus1628603Kaltenecker SiegfriedMiAaPQMiAaPQMiAaPQBOOK9910812166203321Kanban and change leadership3965800UNINA