The technological progress of recent decades, the globalization and an increasingly changing environment make some organizational systems in different areas and sectors seem obsolete. Both, governments and all types of organizations, watch helplessly as their organizational systems are unable to provide solutions to problems that exist today. WITORG, through its guide, leads you to know in depth the key organizational elements and the connections between them of your organizational system. From that self-knowledge you can evolve your organization to reach your goals, raise new ones and get them back. Concepts, systems and methodologies known as TQM, EFQM, ERP, ICT, KPI, industry 4.0, blockchain, Lean Manufacturing, VSM, Lean Thinking, holacracy, teamwork, leadership, networking, self-management, coaching, mentoring, mindfulness, CRM, PDM, PLM, ISO 9000, and others that will emerge, are trying to introduce within organizations with the intention of achieving progress of some kind. Sometimes successful, others without apparent great results, and some others being a failure. Do you want to improve the survival skills and the ability to adapt to increasingly complex and changing environments of your organization, and also find a purpose or meaning for it? Let yourself be guided by WITORG!
- Cover
- Title Page
- Copyright Page
- Index
- Introduction
- Chapter 1: Presentation
- Chapter 2: Organizational systems
- Outline of the WITORG Guide
- Internal elements of the WITORG Guide
- 100. Essence of an organizational system
- 200. Continuous improvement
- 300. Process management
- 400. KPI and targets
- 500. Project management
- 600. Teams of people
- External elements of the WITORG Guide (organizational system)
- A. Organizational characteristics
- B. Quality systems
- C. Systems
- D. People and environmental circumstances
- Complements to the WITORG Guide
- Chapter 3: 100. Essence of an organizational system
- Shareholders and CEO’s commitments
- Organizational concepts to observe within the types of government in a changing and uncertain world and necessary values
- Country and environment
- Economic sector
- Technological and educational level of an organization
- Social classes within the organization
- Environmental relationships
- Non-rational influences and politics in organizations
- Essence of an organizational system
- Chapter 4: 200. Continuous improvement
- I. Competition, competitiveness and continuous improvement
- II. The need for an own language about continuous improvement for an entire organization
- II. Strategic plans and organizational systems
- IV. The need for measurement
- V. Micro improvements and macro improvements
- VI. The importance of organizational systems in continuous improvement
- VII. The Taylorist influence in the improvement systems
- Chapter 5: 300. Process management
- Examples of management processes
- Example 1: Order to delivery management process
- Example 2: Launch of new products
- Other examples that can be considered management processes
- Process management summary
- Quality systems and Taylor organizations
- The design of a management process and process management
- Organizations different to the Taylorist and their relationship with the business process management
- Franchises
- Organizations based on holacracy
- Organizational maturity for process management
- The frequency of review of management processes (process management)
- KPI, targets and business processes management
- Systems and management processes
- Chapter 6: 400. KPI and targets
- Key KPIs, monitoring KPI and targets deployment
- Connecting KPIs to management processes
- Quality systems, process management and KPIs
- Classification of KPIs according to proactivity or belligerence
- I. KPI with low review frequency
- II. KPI with high review frequency
- II.-KPI monitored in real time
- Belligerence or proactivity of the KPIs
- How does an organization act after a KPI deviation?
- KPI for the visualization and monitoring of elements external to the organization
- Systems and KPIs
- Chapter 7: 500. Project management
- Defined projects and indefinite projects
- Need for common jargon for the management of defined and indefinite projects
- Detecting or locating new INCs in an organization
- The management of the INC, minimum to establish
- The profitability of the INC
- The relation load capacity in the INC, the eternal problem
- The people and conditions for balancing the INC’s load/capacity
- The INC management, ‘B. quality systems’ and ‘C. systems’
- Continuous improvement as a management process and project management
- Chapter 8: 600. Teams of people
- Leadership and teamwork
- I. Strategic leadership
- II. Management leadership
- III. Operational leadership
- Leadership and values in an organization
- Teamwork and each individual’s factor-3 in an organization
- I. Management’s commitment and work culture
- II. Objectives and types of organization
- III. People’s objectives within organizations
- IV. Level of knowledge or background needed within an organization
- Interest groups in an organization
- Participating options in the organizational design
- Interest groups and people in the organization
- Teamwork
- Chapter 9: A. Organizational characteristics
- Reflections on the XY matrix
- The people who drive an organization and its organizational system
- Influence of the current world on an organizational system
- I. The competition due to trade globalization
- II. The technological advance
- III. The economic benefit through speculation
- IV. The loss of power of regional, national and supranational governments
- V. Instability, or its sensation, globally
- VI. Education
- VII. Cycles and economic frequencies, the world continues to have routines
- Organizational systems models versus types of organizations/sectors
- X: Dimension-1. Types of organizations according to Frederic Laloux
- Y: Dimension-2. Types of organizations according to their degree of speculation
- Y1: Large stable organizations: big caps of concept ‘investment’from the book The smart investor
- Y2: Medium and small stable organizations
- Y3: Large cyclical organizations: big caps
- Y4: Medium and small cyclical organizations
- Y5: Great growth organizations, big caps
- Y6: Medium and small growth organizations
- Y7: Governments and non-profit organizations:
- Y8: Education
- Y9: Banking, insurance...
- Y10: Entertainment.
- Y11: Speculative business
- Y12: Any other the reader wants to add.
- The matrix
- Chapter 10: B. Quality Systems
- Evolution of the ISO 9000 standard and derivatives
- Reflections on the quality principles
- I. Leadership and the approach based on management processes of quality systems
- II. Customer focus
- III. Continuous improvement and evidence-based decision making
- IV. People’s involvement and relationship management
- Summary of quality systems, their principles and requirements
- Chapter 11: C. Systems
- Malfunction of a system within an organizational system
- Systems and process management
- Systems and databases (SQL and non-SQL, blockchain...)
- I. Paper files
- II. First SQL databases and for files 2D and 3D
- III. Personal computers, Lotus 123, Excel, Access
- IV. Internet, big data, non-relational databases
- V. Blockchain. Distributed registry technologies
- VI. The evolution of communications through the internet
- Reflections on organizational systems, systems and points I, II, II, IV, V and VI
- Lean concept and systems
- The new dimension of organizational systems
- Chapter 12: D. People and environmental circumstances
- Provisionality of the current historical moment
- Uncertainty about the speed of change. Organizational systems and people
- The relationship from the employee-worker-collaborator-partner’s point of view with an organization
- The relationship from an organization’s point of view with its employees-workers-collaborators-partners
- New times, new rules and new jargon in the binomial organizational systems and people
- The big traditional organizations and their decline in terms of organizational systems
- Evolution from individualism to the collectivity. Is it happening?
- Individualism, new concepts and organizational systems
- Chapter 13: Organizational systems and their Taylorist origin
- Taylorism
- I. Specialized workers versus artisans in Taylorism
- II. Departmentalization in Taylorism
- III. Very hierarchical structures and short-circuits in communication systems within Taylorism
- IV. Consequences of the Taylorist system
- Evolution of the organizational systems based on Taylorism
- Information systems - Technological evolution
- Organizational systems and business models
- Chapter 14: Organizational systems and their evolution
- Organizational concepts and 100. Essence of an organizational system
- Frederic Laloux. Reinventing Organizations
- Classification of organizations according to Frederic Laloux
- RED Organizations
- AMBAR Organizations
- ORANGE Organizations
- GREN Organizations
- Book highlights
- Taylorism versus holacracy
- The blockchain concept
- Chapter 15: Pyramid of automation and industry 4.0
- The automation pyramid
- Level 1: Process network (field devices - sensors - actuators - hardware)
- Level 2: Control network (PLC-HMI)
- Level 3: Supervision network - SCADA
- Level 4: Operation Network - MES (Manufacturing Execution System)
- Level 3 versus level 4
- Level 5: Information network - ERP
- Automation pyramid, external level and communications
- Organizational system in relation to the automation pyramid
- Information flows from a management process. MP-InfoFlow
- WITORG and the automation pyramid
- 100. Essence of an Organizational System - Automation pyramid
- 200. Continuous improvement - Automation pyramid
- 300. Process Management - Automation pyramid
- 400. KPI and targets - Automation pyramid
- 500. Projects - Automation pyramid
- 600. Teams of people - Automation pyramid
- B. Quality systems - Automation pyramid
- C. Systems - Automation pyramid
- D. People and environmental circumstances
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