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CHAPTER 11
MANAGING INTERNAL OPERATIONS:
ACTIONS THAT PROMOTE GOOD
STRATEGY EXECUTION
112
114
115
STRATEGY-DRIVEN BUDGETING:
ALLOCATING RESOURCES
116
117
118
119
FIGURE 11.1
How Policies and
Procedures Facilitate
Good Strategy Execution
1110
Best
Practices
Total Quality
Management
(TQM)
Managing for
Continuous
Improvement
Process
Reengineering
Six Sigma
Quality
Programs
1111
CORE CONCEPT
A best practice is a method of performing an
activity that consistently delivers superior
results compared to other approaches.
1112
1114
1115
CORE CONCEPT
Business process reengineering involves
radically redesigning and streamlining how an
activity is performed, with the intent of
achieving quantum improvements in
performance.
1116
ACHIEVING CONTINUOUS
IMPROVEMENT
1117
CORE CONCEPT
Total quality management (TQM) entails
creating a total quality culture, involving
managers and employees at all levels, bent on
continuously improving the performance of
every value chain activity.
1118
A STATISTICAL APPROACH TO
ACHIEVING CONTINUOUS
IMPROVEMENT
1119
CORE CONCEPT
Six Sigma programs utilize advanced
statistical methods to improve quality by
reducing defects and variability in the
performance of business processes.
1120
Measure
Analyze
Design
Verify
1121
Measure
Analyze
Improve
Control
1122
1123
Aims at one-time
quantum
improvement
Top-notch
Strategy
Execution and
Operating
Excellence
Continuous
Improvement
(TQM, Six Sigma)
Aims at ongoing
incremental
improvements
1124
1125
Committing to
total quality and
continuous
improvement
Emphasizing the
necessity for improved
performance
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1127
1128
Customer data
Operations data
Financial performance
data
Employee data
Supplier/partner/
collaborative ally data
1129
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1131
1132
CORE CONCEPT
Financial rewards provide high-powered
incentives when rewards are tied to specific
outcome objectives.
1133
NONMONETARY APPROACHES
TO ENHANCING MOTIVATION
1134
Rewards
Commitment-generating
incentives and rewards
Punishment
Adverse employment
consequences
1135
1136
1137
1139
1141
1142
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