Professionalizing Strategic Systems Management for Business and Organizational Success - Farrier, Terrence L.
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Common change management efforts fail! Senior and middle-managers, who attempt to change their organizations, are offered a glut of analysis techniques that only provide short-term solutions. Many of those analysis techniques express they supply the panacea of business solutions to both companies and organizations. They can't. Short-term solutions will not provide the required processes that tie into the organizational policy, the integrated follow-on processes, and later procedures without connecting management decisions throughout the whole of the enterprise. Unless those independent…mehr

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Produktbeschreibung
Common change management efforts fail! Senior and middle-managers, who attempt to change their organizations, are offered a glut of analysis techniques that only provide short-term solutions. Many of those analysis techniques express they supply the panacea of business solutions to both companies and organizations. They can't. Short-term solutions will not provide the required processes that tie into the organizational policy, the integrated follow-on processes, and later procedures without connecting management decisions throughout the whole of the enterprise. Unless those independent analysis tools offered affect continuous improvement and become part of the culture, focused toward a concerted effort, the resources used are most often wasted as they fail to bring the results intended or needed. Unless companies learn how to customize change and continuous improvement for their industries, and in their individual environments, they are doomed to continually wrestle with their resources in their efforts to engage solutions that are critical to long-term and competitive successes. Professionalizing Strategic Systems Management for Business and Organization Success - Introducing the Change and Continuous Improvement Management Three-Leg Stool is a viable option to both the training and adoption of a continuous improvement culture in companies and organizations, whether they are civilian, civic-governmental, or military, it is imperative to business operations sustainment. With little doubt it will also highlight the importance of the segmented unit's worth within a myriad of business organizations. The focus of this book is to help senior and middle-managers overcome training and operational stagnation in their businesses and organizations. Further, it provides business college trainers, their deans and their professors the opportunity to help train business students using a broader and more integrated scope by the time they leave academia and enter their respective professions. Here more advanced and integrated business management and continuous improvement systems are explained. Your future awaits!
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Autorenporträt
Terrence L. Farrier, Ph.D., MSS, MBA As a business consultant since 1992, Dr. Farrier has worked with small and medium sized companies to better integrate and help them increase their profits. He explains that all businesses are different even if they appear the same. Their customer base, location, environments, competition and so on affect the overall business in ways that are not immediately noticeable. He earned his Doctor of Philosophy in Applied Management Decision Sciences from Walden University in 2017 while acting as an adviser and consultant to both civilian and military groups. He earned his Master's in Strategic Studies from the U.S. Army War College in 2005, and Master's in Business Administration from Regis University in 2001. He also earned a BS/BA in Human Resources and Marketing Management from the University of Arkansas, Fayetteville in 1989. He had a long military career and acted in support of think tanks for the US Army Reserves. Some of his overseas positions included duties as the Transition Officer for Logistics Battalions and Brigades in Europe in 2004. His military career also encompassed duties as part of the Command Advisor Group for U.S. Joint Forces Command as the Personnel Support and Enterprise Transition Officer from 2005 to 2007. His civilian capacities overseas were to support the II MEF (Fwd) Regional Command's (RC) C-3 Operations as the Tactical IT Systems Administrator in 2011. He sees his primary skill as an organizer, trainer, facilitator, and integrator of systems management that promotes both skill and pride for those in management roles. A lover of nature, dogs, and even humans. He believes that you must learn to love people, even if you have to learn to love some at a distance.