LEADER 03568nam 2200613 450 001 9910157363003321 005 20230125193219.0 035 $a(CKB)3710000000984897 035 $a(EBC)4773894 035 $a(OCoLC)968460270 035 $a(CaBNvSL)swl00407006 035 $a(MiAaPQ)EBC4773894 035 $a(EXLCZ)993710000000984897 100 $a20170112d2017 fy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aContinuous improvement $evalues, assumptions, and beliefs for successful implementation : it's all about the culture /$fRobert E. Hamm Jr., Beth Y. Kohsin, and Katie McSheffrey Gunther 210 1$aNew York, [New York] (222 East 46th Street, New York, NY 10017) :$cMomentum Press,$d2017. 215 $a1 online resource (xiv, 73 pages) $cillustrations 225 1 $aEngineering and sustainability collection 311 $a1-945612-64-9 311 $a1-945612-65-7 320 $aIncludes bibliographical references (pages 69-70) and index. 327 $a1. Nothing lasts forever -- 1.1 A series of steps -- 1.2 The life cycle of a process -- 1.3 Improve or disappear -- 1.4 Why is change so hard? -- 1.5 It's all about the culture -- 1.6 Key points -- 327 $a2. Assumptions, beliefs, and values -- 2.1 Assumptions: stated and unstated -- 2.2 The leadership challenges of culture -- 2.3 The leader's role in culture setting -- 2.4 Key points -- 327 $a3. Driving the Cadillac -- 3.1 Driving a successful culture: leader attributes and behaviors -- 3.2 Attributes of a continuous improvement leader -- 3.3 The leader as coach -- 3.4 Key points -- 327 $a4. Organizational subsystems: observing culture in action -- 4.1 Production subsystem -- 4.2 Supportive subsystem -- 4.3 Maintenance subsystem -- 4.4 Adaptive subsystem -- 4.5 Leadership subsystem -- 4.6 Key points -- 327 $a5. Final thoughts -- References -- Index. 330 3 $aIn an increasingly turbulent and competitive world, organizations are constantly working to improve. Many organizations look to one of many continuous process improvement methodologies available today. Leaders who have been able to reap the benefits of continuous improvement behave in very specific ways. Their behaviors are centered on imbedding specific values, assumptions and beliefs that support continuous improvement into the way their organization executes the processes necessary to produce goods and services. To improve, leaders must first understand what culture is and how it impacts everything the organization does. We describe the key values, assumptions, beliefs and leadership behaviors we have found to be effective in organizations working to constantly improve the way work is done. 410 0$aEngineering and sustainability collection 606 $aOrganizational change 606 $aCorporate culture 608 $aLibros electronicos. 610 $achange leadership 610 $acontinuous improvement 610 $aorganizational 610 $aorganizational culture 610 $aorganizational social subsystems 610 $avalues 615 0$aOrganizational change. 615 0$aCorporate culture. 676 $a658.406 700 $aHamm$b Robert E.$cJr.,$01589125 702 $aKohsin$b Beth Y. 702 $aGunther$b Katie McSheffrey. 801 0$bFINmELB 801 1$bFINmELB 906 $aBOOK 912 $a9910157363003321 996 $aContinuous improvement$93883484 997 $aUNINA