By D. Keith Denton
Technologically pushed info overloads company leaders, managers, and staff alike, forcing them right into a reactive mode with little time for mirrored image or strategic pondering. whilst the survey is done, the teleconference over, and the weekend retreat reminiscence, we return to our jobs unchanged. we are hoping that our actions give a contribution to company targets, yet we speedy lose sight of the relationship among our paintings and important results. It does not must be that manner. Denton explains tips on how to mix new interactive Intranet Web-based know-how with new managerial software program to target strategic determination making, potent workforce administration, and the large picture.
Along with its spouse website, www.CIVID3.com, this publication offers an leading edge resolution that integrates and monitors your severe details in actual time. Condense the entire stories acquired from finance, operations, advertising, and different divisions right into a unmarried interactive visible demonstrate that is constantly brand new. identify two-way conversation that enables managers and employees in any respect degrees of the corporate to take part. this is often the 1st method to graphically display―on a unmarried computing device screen―the prestige of your key organizational and crew functionality measures. mix results and strategies. Use subjective in addition to aim info. combine and show the implications in a ordinary structure, in genuine time. This book's answer permits organizational individuals to target their final objective and makes it more uncomplicated to enforce strategic or operational decisions.
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Extra info for Empowering intranets to implement strategy, build teamwork, and manage change
Part of this conceptual process involves identifying the critical few. It begins by training yourself to see information in a new way. Many people have a tendency to refuse to throw things away for fear they might need them later. However, if you cannot find a use for the information today or in the immediate future, chances are you probably would not even realize you have it anyway. ” If the answer is not earth shattering, go ahead and discard it. Consequences should determine the importance (Warbington 2000).
Time should then be spent identifying your strategic objectives and your critical concerns that relate to these objectives. These are not particularly unique steps, but only today do we have the technology to turn these words into action and provide the rapid Page 13 feedback that is so important to linking objectives to performance. The cost of not having such a system in place is readily apparent. Many individuals within groups and organizations only see the pieces of their jobs and often fail to comprehend the connections between what they do and the facts, figures, ratios, goals, and objectives flowing through the organization.
5. Industrial management. I. Title. 05468–dc21 2002072539 British Library Cataloguing in Publication Data is available. Keith Denton All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 2002072539 ISBN: 1-56720-538-0 First published in 2002 Praeger Publishers, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. 48–1984). 10 9 8 7 6 5 4 3 2 1 Page v This book is dedicated to my three most critical concerns—my son Shane, daughter Taylor, and grandson Kyle.