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[null,"1.","Record Nr.",null,"UNINA9910157363003321"]
[null,null,"Autore",null,"Hamm Robert E., Jr."]
[null,null,"Titolo",null,"Continuous improvement : values, assumptions, and beliefs for successful implementation : it's all about the culture / / Robert E. Hamm Jr., Beth Y. Kohsin, and Katie McSheffrey Gunther"]
[null,null,"Pubbl/distr/stampa",null,"New York, [New York] (222 East 46th Street, New York, NY 10017) : , : Momentum Press, , 2017"]
[null,null,"Descrizione fisica",null,"1 online resource (xiv, 73 pages) : illustrations"]
[null,null,"Collana",null,"Engineering and sustainability collection"]
[null,null,"Disciplina",null,"658.406"]
[null,null,"Soggetti",null,"Organizational change"]
[{"$nulls":4},"Corporate culture"]
[{"$nulls":4},"Libros electronicos."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references (pages 69-70) and index."]
[null,null,"Nota di contenuto",null,"1. 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 --"]
[{"$nulls":4},"2. Assumptions, beliefs, and values -- 2.1 Assumptions: stated and unstated -- 2.2 The leadership challenges of culture -- 2.3 The leader's role in culture setting -- 2.4 Key points --"]
[{"$nulls":4},"3. 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 --"]
[{"$nulls":4},"4. Organizational subsystems: observing culture in action -- 4.1 Production subsystem -- 4.2 Supportive subsystem -- 4.3 Maintenance subsystem -- 4.4 Adaptive subsystem -- 4.5 Leadership subsystem -- 4.6 Key points --"]
[{"$nulls":4},"5. Final thoughts -- References -- Index."]
[null,null,null,"Sommario/riassunto","In 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, "]
[{"$nulls":4},"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."]