個案總覽

Managerial Economics: Concepts and Principles, written by Donald N. Stengel of the California State University, Fresno, is an eight-chapter book published by Business Expert Press. The text addresses the core of managerial economics, which is the application of microeconomics to business decisions. Key relationships between price, quantity, cost, revenue, and profit for an individual firm are discussed, as are elements from the economics of consumer demand and production. The economics of organization, market price, quantity equilibrium, competitive behavior, and the role of market structure in market equilibrium and competition are addressed. Finally, the text considers market regulation in terms of generic problems that create the need for regulation, as well as possible remedies for those problems. Chapter 7 further explores the operations of markets. Different market structures, including monopolies and oligopolies, are discussed at length, as are strategies for competing in such markets.

Managerial Economics: Concepts and Principles, written by Donald N. Stengel of the California State University, Fresno, is an eight-chapter book published by Business Expert Press. The text addresses the core of managerial economics, which is the application of microeconomics to business decisions. Key relationships between price, quantity, cost, revenue, and profit for an individual firm are discussed, as are elements from the economics of consumer demand and production. The economics of organization, market price, quantity equilibrium, competitive behavior, and the role of market structure in market equilibrium and competition are addressed. Finally, the text considers market regulation in terms of generic problems that create the need for regulation, as well as possible remedies for those problems. Chapter 8 further explores the operations of markets with a focus on market regulation. The author discusses instances where intervention may be considered necessary and identifies regulatory measures that can be taken.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. This appendix to the book will provide a useful, concrete model to readers who have read at least a few chapters. It presents a final report on the processes examined in the SCI Call Center case that runs through the book. Headings include: Project Methodology, Overview of SCI Organization, Analysis, Technology Analysis, Summary of Recommendations, Financial Analysis, Proposed Process, and Benchmarks and Measures.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 1 provides an overview explaining core principles of business process management and the advantages of employing the best process-mapping techniques.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 2 describes project initiation and the development of a contract for a process improvement project, sometimes called a "statement of work" (SOW). Topical headings include: Organization Entry, Understanding the Organization, Process Mapping, Initial Project Understanding, Interviewing, and Creating an SOW.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapters 3 and 4 explain process mapping in detail. Process maps are icon-based shorthand ways of describing the steps for performing some process. Chapter 3 picks up on the gathering of documentation covered in the previous chapter, discussing what to do with all that documentation, starting with its review and ending with its addition to a documentation archive.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapters 3 and 4 explain process mapping in detail. Process maps are icon-based shorthand ways of describing the steps for performing some process. Chapter 4 continues the discussion of process map variations and different methods of depicting aspects of processes. As the chapter explains, many maps are so complex that they are difficult to understand unless summarized in logical "chunks"; this chapter explains the reasoning for creating summary maps. It also introduces the challenges of validating and verifying a process map.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. The techniques presented in Chapter 5 are a representative mix of idea generation, graphics, and diagramming and analysis techniques that can all be used on a single project in developing the organization view. Main topics include Creative Problem-Solving Techniques, Graphics for Problem Finding, and Other Methods for Problem Finding.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. In Chapter 6, the author examines the objective of eliminating process steps that do not contribute to organization profit or customer satisfaction. The first technique, value-added analysis, evaluates a process and "leans" out superfluous activities in preparation for developing proposed changes. Next, she evaluates how to improve processes by eliminating defects and variations from processes. Finally, she introduces quality function deployment (QFD) as a tool to help in identifying and choosing between means for making changes.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. At this point in the book's coverage of process mapping, all current mapping is complete, and waste or non-value adding steps have been removed from the process to the extent possible. In Chapter 7, cleaning techniques are applied to remaining process steps to improve their efficiency and effectiveness. The author explains two techniques critical in complex process control: statistical process control, which is discussed in terms of its use in surfacing areas for improvement, and root cause analysis, a technique used to determine all possible causes of an error or outage incident. She then turns to several simple "cleaning" techniques that improve the functioning of individual process steps.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Once a process is lean and clean, the next step is to decide on the following factors: whether to outsource, how to engage customers to do the work for you, the extent to which automation can speed and reduce the cost of the process, and finally, the extent to which the process can become environmentally safer without adding to its cost. Chapter 8 covers those topics through the following sections: Outsourcing; Co-production; Automation, Mechanization, or Both; and Environmental Process Greening.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. Chapter 9 discusses process redesign via techniques examined in the previous chapters. The process for developing a redesign is to evaluate all recommended changes to this point in the project, first rationalizing them into a smaller set, and then analyzing which sets are beneficial in terms of cost to the organization. Many of the techniques used in other aspects of the analysis are applied to making sense of the recommendations, evaluating their worth, and selecting those most likely to result in a coherent, useful process. Topic headings include Compliance Management, Innovation in Redesign, Validation, Case-for-Change Financial Analysis, Failure Mode and Effect Analysis, Statistical Process Management Revisited, and Force Field Analysis.

Process Mapping & Management, written by Sue Conger of the University of Dallas, is a 10-chapter book published by Business Expert Press. The book comprises three sections: Process mapping mechanics, process improvement analysis, and process redesign and justification. Written for executives and graduate students, the text offers practical techniques for simplifying and improving business processes that are immediately actionable. The improvement analysis is based on lean six sigma techniques and discusses leaning for the removal of process waste, cleaning for improving the remaining steps, and greening for evaluating methods that either automate or off-load work. A call-center case study runs through the book to illustrate many of the techniques. In the tenth and final chapter, the author adds quantitative depth to her analysis of processes with a section on techniques of measurement, including a substantive consideration of the Balanced Scorecard model. She also summarizes the contents of a business case that constitutes the final project report for a process improvement project. In that section, the future of project management and the role of process management in moving white-collar work to a service orientation are discussed. She concludes with a brief discussion of processes in the context of information technology (IT) service management.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 1 explores underlying reasons why some teams succeed and others do not. The author, drawing from team-based simulations that pit defense and intelligence professionals against each other in mock terrorist attacks, offers four primary reasons: (1) the strategic differences between offense and defense, (2) teams' identification and utilization of specific individuals' expertise, (3) the systematic avoidance stereotypes, and (4) the development of clearly defined, situation-appropriate strategies.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 2 the author continues his use of studies done within the intelligence community. He discusses seven forms of collaboration currently used within the community and compares scenarios that require team effort with those demanding individual attention. He also guides the reader in using a simple, two-question model to select the appropriate team structure, and then delineates five different types of teams and situations in which the model can be employed.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 3 explores the concept of "team effectiveness" by assessing a team's performance based on three dimensions: the productive output of the team, the social processes implemented by the team, and the quality of individual learning and development garnered through the overall group experience. A simple checklist is devised for use in monitoring a team's processes in real time. An emphasis is placed on identifying structural and contextual conditions, as opposed to focusing on the perfect leadership style, in order to enable effective collaboration.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 4 explores the first of the six enabling conditions for effective teamwork: so-called "real teamwork." The primary focus of the chapter is to help leaders create solid foundations for their teams to build and thrive from. The author compares two teams to illustrate the difference between what he calls a "real team" and a team in name only. Through this comparison, he defines three attributes that a real team possesses: (1) a clear boundary distinguishing members from nonmembers, (2) team members who work interdependently to create a product which they all share responsibility for, and (3) a group environment is stable enough to give team members adequate time to learn to work together. The author concludes with the potential downsides of forming a team which does not meet his definition and offers suggestions on when teams should be used to accomplish objectives.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 5 explores the second of the six enabling conditions for effective teamwork: a compelling team purpose. This chapter is designed to help leaders better articulate desired results and motivate their teams. The author draws upon research to define three attributes that the best statements of purpose possess: (1) a clearly defined objective, (2) a challenging task, and (3) relevance to achieving a br0ader goal. A framework for identifying, applying, and managing a team's focus is developed, and explanations as to why teams drift or lose focus are explored. Additionally, the author examines key indicators of effective and well-designed teamwork.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. In Chapter 6 the author discusses the third of the six enabling conditions for effective teamwork: selecting the right mix of team members. This chapter provides techniques that will help leaders form the most compatible teams. The author turns to research exploring the effects of personal characteristics on group dynamics for help in selecting the appropriate members. Additionally, the importance of a team's composition, notably its size and mix, is discussed.

Collaborative Intelligence: Using Teams to Solve Hard Problems, is an eleven-chapter book written by J. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University, and published by Berrett-Koehler Publishers in May of 2011. Although based on the latest scholarly research, the book is written for both the experienced and novice team leader, and can be used as well in academic courses that examine groups and teams. The work comprises three sections. The first, "The Challenge and Potential of Teams," explains the general structural components of a team and the benefits and pitfalls of each. The second part, "Six Enabling Conditions," elaborates in detail on six environmental conditions that can help to produce successful team collaboration. The third part, "Implications for Team Leaders and Organizations," discusses specific methods leaders have adopted, or avoided, to foster collaboration and improve the quality of their teams' work, including what the author calls the 60-30-10 rule. Chapter 7 explores the fourth of the six enabling conditions for effective teamwork: establishing a code of acceptable group conduct, or what the author calls norms. Drawing from the results of his own studies on group dynamics, he argues that teams which explicitly define appropriate behaviors outperform even the most strategically assembled teams which fail to do so. He then explains how teams foster and sustain norms by focusing on two particular types of norms: those that help a group identify and most effectively tap members' skills and knowledge, and those that help a group develop and implement performance strategies.