Breaking The Functional Mindset In Process Organizations Pdf To Word

Publication Date: September 01, 1996 Thousands of businesses have reengineered work to focus employees on processes that clearly provide value to customers. They have done away with their functional silos and created process-complete departments, each able to perform all the cross-functional tasks required to meet customers' needs.

Although many of those efforts have paid off in the form of lower costs, shorter cycle times, and greater customer satisfaction, many others have resulted in disappointment. What went wrong? In a study of U.S. Electronics manufacturers, the authors found that process-complete departments had faster cycle times than functional departments only when their managers had used one or more of four ways to cultivate collective responsibility: structuring jobs with overlapping responsibilities, basing rewards on unit performance, laying out the work area so that people can see one another's work, and designing procedures so that employees with different jobs are better able to collaborate. When you place your first order on HBR.org and enter your credit card information and shipping address, 'Speed-Pay' ordering is enabled. 'Speed-Pay' is a service that saves the credit card details from your most recent purchase and allows you to re-use that card for future purchases. If you click the Speed-Pay button on any product detail page, your order will be charged to the most recent credit card information attached to your account and shipped (if applicable) to the last address we have on file for you.

Global mindset Our ability to absorb and process all the. And worldwide functional. Multinational organizations, must have a global mindset in order to connect. The mindset is the gatekeeper of the learning process in the brain. It must be transcended in order for new learning to set in, thus laying a new foundation for a new mindset.

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