This book focuses on the human side of organizational culture. The authors approach organizational culture from the perspective of alignment to mission, vision, and values. Using a Lean Six Sigma structure, the sequence of chapters begins with the organization and its structure, then drills through strategic, operational, and tactical levels of process and behavior which establish and grow the overall culture of the organization over time. The book begins with foundational principles of organization, through the necessity of aligning processes and systems to mission and vision, assessment, gap analysis for improvement, prioritization, and chapters on qualitative and quantitative approaches for reducing variation and improving systems and behavior. Through this book, readers will: -- Learn the foundation and core concepts of the organization -- Discover the “right” focus of shifting the culture of the organization -- Recognize the building blocks of organizational culture and how to integrate them into a successful, customer-focused system of interconnected processes -- Focus on people as drivers of technology, rather than the reverse -- Explore techniques to address the challenges and concerns of today’s training and deployment for organizational performance excellence -- Use the chapters as short discussions or training workshops for either internal education or public/private technical education.

This book is about how France's two major documentary authors of the nineteenth century - Gustave Flaubert and Emile Zola - incorporate medical knowledge about the body into their works, and in so doing exploit its metaphorical potential of the body to engage in critical reflection about the accumulation and reconfiguration of knowledge.

This book focuses on the human side of organizational culture. The authors approach organizational culture from the perspective of alignment to mission, vision, and values. Using a Lean Six Sigma structure, the sequence of chapters begins with the organization and its structure, then drills through strategic, operational, and tactical levels of process and behavior which establish and grow the overall culture of the organization over time. The book begins with foundational principles of organization, through the necessity of aligning processes and systems to mission and vision, assessment, gap analysis for improvement, prioritization, and chapters on qualitative and quantitative approaches for reducing variation and improving systems and behavior. Through this book, readers will: -- Learn the foundation and core concepts of the organization -- Discover the “right” focus of shifting the culture of the organization -- Recognize the building blocks of organizational culture and how to integrate them into a successful, customer-focused system of interconnected processes -- Focus on people as drivers of technology, rather than the reverse -- Explore techniques to address the challenges and concerns of today’s training and deployment for organizational performance excellence -- Use the chapters as short discussions or training workshops for either internal education or public/private technical education.

Sharing Best Practices across industries and functions is an accepted approach to continuous improvement. The Benchmarking trend of the 1990s has evolved with the help of competitive analysis, performance excellence awards, and other corporate recognition programs into an ongoing documentation of what works. Bob Camp introduced benchmarking against a Best Practice based on his work at Xerox in the 1980s. Case studies abound documenting Best Practice functions and processes. Some case studies use the words "Best Practice" without evidence that the process, results, or methods are, indeed, superior. What is missing is a comprehensive model for assessing and writing a Best Practice that provides sufficient information to use as an effective benchmark. This book provides that comprehensive model. Today's consumers expect products and services to be of high quality, reliable, and user-friendly. This is the result of years of continuous improvement and innovation by producers. Although many organizations strive for excellent results, there is still room for improvement. Unfortunately, leaders don't always have methods and tools to measure or assess that degree of excellence. If leaders could use a tool to discover how good their approaches and methods are, and how excellent their achieved results are, they could plan further improvements. The goal is to achieve excellent results. The tool described in this book guides leaders to achieve that excellence.

The Politics of Ethnic Nationalism is the first significant local study of National Party and Afrikaner politics. By focusing on Stellenbosch as a university and a town, the book extends our understanding of the complex interaction between the GNP/HNP and various organizations of the radical right. The book illustrates, at a local level and using detailed materials, how identity was constructed through a process of excluding some (English, Jew, Coloured) and including others. In addition, it examines the ways in which Afrikaner nationalists of all shades of political opinion conceptualized their relationships with English-speaking South Africans and the ways that the rhetoric of republicanism and anti-imperialism were employed by nationalists. The study exposes the complex and Byzantine nature of Afrikaner nationalist politics, revealing the multiplicity of identities and ideologies co-existing within Afrikanerdom, the cross-cutting allegiances and overlapping loyalties. It reveals further the extent to which branches of nationalist organizations were fragmented and to which even individuals could embrace contradictory ideologies.

"The Politics of Ethnic Nationalism "is the first significant local study of National Party and Afrikaner politics. By focusing on Stellenbosch as a university and a town, the book extends our understanding of the complex interaction between the GNP/HNP and various organisations of the radical right. The book illustrates, at a local level and using detailed materials, how identity was constructed through a process of excluding some (English, Jew, Coloured) and including others. In addition, it examines the ways in which Afrikaner nationalists of all shades of political opinion conceptualised their relationships with English-speaking South Africans, and the ways that the rhetoric of republicanism and anti-imperialism were employed by nationalists. The study exposes the complex and Byzantine nature of Afrikaner nationalist politics, revealing the multiplicity of identities and ideologies co-existing within Afrikanerdom, the cross-cutting allegiances and overlapping loyalties. It reveals further the extent to which branches of nationalist organisations were fragmented, and the extent to which even individuals could embrace contradictory ideologies.

Sharing Best Practices across industries and functions is an accepted approach to continuous improvement. The Benchmarking trend of the 1990s has evolved with the help of competitive analysis, performance excellence awards, and other corporate recognition programs into an ongoing documentation of what works. Bob Camp introduced benchmarking against a Best Practice based on his work at Xerox in the 1980s. Case studies abound documenting Best Practice functions and processes. Some case studies use the words "Best Practice" without evidence that the process, results, or methods are, indeed, superior. What is missing is a comprehensive model for assessing and writing a Best Practice that provides sufficient information to use as an effective benchmark. This book provides that comprehensive model. Today's consumers expect products and services to be of high quality, reliable, and user-friendly. This is the result of years of continuous improvement and innovation by producers. Although many organizations strive for excellent results, there is still room for improvement. Unfortunately, leaders don't always have methods and tools to measure or assess that degree of excellence. If leaders could use a tool to discover how good their approaches and methods are, and how excellent their achieved results are, they could plan further improvements. The goal is to achieve excellent results. The tool described in this book guides leaders to achieve that excellence.

This book is about how France's two major documentary authors of the nineteenth century - Gustave Flaubert and Emile Zola - incorporate medical knowledge about the body into their works, and in so doing exploit its metaphorical potential of the body to engage in critical reflection about the accumulation and reconfiguration of knowledge.