Template-Based Management: A Guide for an Efficient and Impactful Professional Practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Management for Professionals Ser
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| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (293 Seiten) |
| ISBN: | 9783030566111 |
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| 505 | 8 | |a Intro -- Preface -- What Is Today's Economic Challenge? -- Did the Technical Challenge Change? -- Preface to This New Edition -- How Could Kondratjew Know It Already By Then? -- Why Not Only Agile and Kanban Are Using Templates -- What Is the Decisive Foundation for Everything? -- Contents -- About the Author -- 1: Template-Based Management: At a Glance -- 1.1 What Are We Talking About? -- 1.2 Inspired by the Burst of the New Economy Bubble -- 1.3 About the Emergence of TBM -- 1.4 Getting Into Methodological and Structural Competences -- 1.5 What Means Capacity for Abstraction? -- 1.6 The Dual-level Coaching is Developing -- 1.7 Why Thriving Facilitating Organizational Learning? -- 1.8 What Does the Methodology Look Like? -- 1.9 What Are the Benefits of TBM? -- 1.10 What Is the Conclusion? -- 2: Template-Based Management: An Introduction -- 2.1 Introduction -- 2.2 What Are the Origins of TBM? -- 2.3 What Means TBM, Templater, and Templee? -- 2.4 The TBM Process -- 2.5 What You Should Know About Templater and Templee -- 2.6 What Is the Background of TBM? -- You May Ask, Why This Was Necessary -- 2.7 What Are the Objectives of This Book? -- 2.8 How Is This Guide Structured? -- 2.9 What Is in for You? -- 2.9.1 The Benefits for Business Managers -- 2.9.2 The Benefits for Human Resource Managers -- 2.9.3 The Benefits for Consultants -- 2.9.4 The Benefits for Students -- 2.10 What This Chapter Was About -- 3: On the Urgency of Management Reorientation -- 3.1 The Contingency Situation -- 3.1.1 What a Look in the Rear-View Mirror Shows -- 3.1.2 The Stormy Waters of the New Millennium -- 3.1.3 Mind Game of Future Scenarios -- 3.2 The Remocal Economy -- 3.3 Why The Future Will Be Hybrid -- Facts and Figures -- 3.4 Toward the Triangle of Trust -- 3.4.1 Authenticity -- 3.4.2 Empathy -- 3.4.3 Logic -- 3.5 The New Green Deal -- 3.5.1 The Cybersecurity Industry | |
| 505 | 8 | |a 3.5.2 The As-a-Service Industry -- 3.5.3 Excursus: The TBM-Based EaaS Calculation Engine -- 3.5.4 The Ethical Corporation -- An Example -- 3.6 And Change Must Always Start with You -- 4: What is The New Normal? -- 4.1 Where Are We Coming From? -- 4.2 Even Microsoft Had to Hit Refresh -- 4.3 Why Are Value Chains Always Forgotten? -- 4.4 The Remocal Economy -- 4.4.1 About Structures and Methods -- 4.4.2 Solving The Trust Paradox -- 4.4.3 How to Make the Intangible Tangible? -- 4.4.4 How to Overcome the Degradation of Knowledge? -- 4.5 Predictive Intelligence for the Remocal Economy -- 4.5.1 Why Struggle with Cost Pressure? -- 4.5.2 Rent the Stuff and Make the Important! -- 4.5.3 Why Not Invest in Your ''Internal Consultants''? -- 4.5.4 How to Overcome Resistance -- 4.6 Why Consulting Will Be Disrupted -- Excursus -- 4.6.1 Have We Learned Nothing from Enron and WorldCom? -- 4.6.2 Why Hiring Consultants Is Not Sustainable -- 4.6.3 Why We Should Support The Niche Consultants -- 4.6.4 Why There Is No Shortcut to Success -- 4.7 What I Wanted to Tell You -- 5: The Learning Dimension of TBM -- 5.1 How Do We Learn? -- 5.1.1 Where Are We Coming From? -- 5.1.2 What Is the Theoretical Background? -- 5.1.3 Why Knowles Delivered Groundwork -- 5.1.3.1 Classical Conditioning -- 5.1.3.2 Operant Conditioning -- 5.1.3.3 Reinforcement -- 5.1.3.4 Acquisition -- 5.2 Why Cognitive Social Learning Is Core to TBM -- 5.2.1 Reinforcement and Vicarious Learning -- 5.3 Neuro-Linguistic Programming and Its Impact on TBM -- 5.3.1 What is the Relevance of Individual's Learning Perspective? -- 5.3.2 The Individual's Learning Style -- 5.3.3 The VAKOG Model -- 5.3.4 Motivation as Impacting Factor -- 5.4 How Templates Are Linked with Learning Typologies -- 5.5 What Are the Challenges of Template-driven Learning? -- 5.5.1 The Process Stream -- 5.5.2 The Production Stream | |
| 505 | 8 | |a 5.5.3 Diversity-driven Challenges -- 5.6 What Are the Advantages of Template-based Learning? -- 5.6.1 What Is in for the Individual? -- 5.6.2 What Is in for the Organization? -- 5.7 Why Learning with TBM Works -- Example: -- 6: The Process Perspective of TBM -- 6.1 How to Define Template-based Management? -- Definition: -- 6.2 The Core Steps of Every Problem-Solving Process -- 6.2.1 Step 1: Problem Definition and Understanding -- 6.2.2 Step 2: Goal Definition -- 6.2.3 Step 3: Alternatives for Problem Solution -- 6.2.3.1 Finding Alternatives -- 6.2.3.2 Evaluating Alternatives -- 6.2.3.3 Choosing Alternative(s) -- 6.2.4 Step 4: Problem-Solving (Delivery) -- 6.2.5 Step 5: Evaluation -- 6.3 What Are the Four Organizational Threats? -- 6.3.1 Threat 1: Information Technology -- 6.3.2 Threat 2: Strategy -- 6.3.3 Threat 3: Operations -- 6.3.4 Threat 4: Human Resources -- 6.4 What to Learn from the Last Decades? -- 6.5 Which Are the Four Steps of TBM? -- 6.5.1 TBM Step 1: Problem Definition and Understanding -- 6.5.2 TBM Step 2: Process Evolvement and Abstraction -- 6.5.3 TBM Step 3: Template Generation -- 6.5.4 TBM Step 4: Project Work Implementation and Facilitation -- 6.6 What Is So Different About the TBM Process? -- 7: The Tool Dimension of TBM -- 7.1 What Is the Definition of a Template? -- 7.1.1 What Is the Tool? -- 7.1.1.1 Autonomous Delivery -- 7.1.2 What Are the Origins of Templates? -- 7.1.3 Which Are the Key Elements of Efficient Templates? -- 7.2 How to Generate the Templates? -- 7.2.1 How to Develop the Draft? -- 7.2.2 What to Do for the Pretesting Session? -- 7.2.3 How Does the Fine-Tuning Look Like? -- 7.3 What Template Typologies and Different Types Are There? -- 7.3.1 What Are Managerial Templates? -- 7.3.2 The Planning Type -- 7.3.3 The Organizing Type -- 7.3.4 The Leading Type -- 7.3.5 The Controlling Type | |
| 505 | 8 | |a 7.3.6 How to Distinguish Process or Content Templates? -- 7.3.7 When to Use Result Templates? -- 7.4 What Is the Key Message Regarding the Tool? -- 8: The TBM Skills Triad -- 8.1 What Is the TBM Skills Triad? -- 8.2 Why Do We Need Abstraction Ability? -- 8.2.1 How to Leverage Organizational Problems -- 8.2.2 How Does Process of Problem-Solving Look Like? -- 8.2.3 How to Recognize Specific Thinking Typologies? -- 8.2.4 How to Understand Key Levers? -- Tip -- 8.3 What Means Dual-Level Coaching? -- 8.3.1 How to Not Act as a Consultant -- 8.3.2 Why We Have to Listen Again -- 8.3.3 What Does It Take to Apply DLC? -- 8.3.4 Want to Be a Sports Coach? -- 8.3.5 What Are the Advantages of DLC? -- 8.3.6 Carefully Always Check on Your Level! -- 8.3.7 What Is About Traditional Management Training? -- 8.3.8 Keep on Challenging Your Templaters and Templees! -- 8.4 What Does Generic Process Thinking Mean? -- 8.4.1 What Are the Conventional Process Thinking Typologies? -- 8.4.1.1 Challenges for Enlarging Conventional Process Thinking -- 8.4.1.2 Solution-Process Evolvement -- 8.4.2 The Development of Causality Chains -- 8.4.3 Process Abstraction and Transformation -- 8.5 Talking About the ACT-Code for TBM -- 9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry -- 9.1 Description of the Client -- 9.2 The Contingency Situation -- 9.2.1 Industry Situation -- 9.2.2 Client's Situation -- 9.3 Problem Definition and Understanding -- 9.4 Process Evolvement and Abstraction -- 9.5 Template Generation -- 9.6 Project Work Implementation -- 9.7 Quantitative and Qualitative Project Results -- 10: TBM in Process Reengineering: Case Study Services Industry -- 10.1 Description of the Client -- 10.2 The Contingency Situation -- 10.2.1 Industry Situation -- 10.2.2 Client's Situation -- 10.3 Problem Definition and Understanding -- 10.4 Process Evolvement and Abstraction | |
| 505 | 8 | |a 10.5 Template Generation -- 10.6 Project Work Implementation -- 10.7 Quantitative and Qualitative Project Results -- 11: TBM in Organizational Development: Case Study Financial Service Industry -- 11.1 Description of the Client -- 11.2 The Contingency Situation -- 11.2.1 Industry Situation -- 11.2.2 Client's Situation -- 11.3 Problem Definition and Understanding -- 11.4 Process Evolvement and Abstraction -- 11.5 Template Generation -- 11.5.1 Template Structuring -- 11.5.2 Template Completion Process -- 11.5.3 Template-Driven Monitoring Process -- 11.5.4 Template-Driven Costing Process -- 11.6 Project Work Implementation -- 11.7 Quantitative and Qualitative Project Results -- 11.8 The Future -- 11.9 Resume -- 12: TBM for a B2B Marketing Department: Case Study SME -- 12.1 Description of the Client -- 12.2 The Contingency Situation -- 12.2.1 Industry Situation -- 12.2.2 Client Situation -- 12.3 Problem Definition and Understanding -- 12.4 Process Evolvement and Abstraction -- 12.5 Template Generation -- 12.6 Project Work Implementation -- 12.6.1 Who Will Actually Use This Library? -- 12.6.2 The Process Mapping Workshop -- 12.6.3 TBM for Unleashing Innovations -- 12.6.3.1 The Way to Predictive Intelligence -- 12.6.3.2 Quest for New Tools -- 12.6.3.3 Key Performance Indicators -- 12.6.3.4 Data Tracking and Integration -- 12.7 Quantitative and Qualitative Project Results -- 12.8 More for Less with TBM -- 13: TBM for Technical Sales: Case Study Manufacturing Industry -- 13.1 Description of the Client -- 13.2 The Contingency Situation -- 13.3 Problem Definition and Understanding -- 13.3.1 Sales Partner Management at Random -- 13.3.2 The Channel Success Manager -- 13.4 Process Evolvement and Abstraction -- 13.5 Template Generation -- 13.6 Project Work Implementation -- Example: -- 13.6.1 Sales Partner Incentive as a Win-Win -- Example: | |
| 505 | 8 | |a 13.6.2 The Sales Partner Journey | |
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| contents | Intro -- Preface -- What Is Today's Economic Challenge? -- Did the Technical Challenge Change? -- Preface to This New Edition -- How Could Kondratjew Know It Already By Then? -- Why Not Only Agile and Kanban Are Using Templates -- What Is the Decisive Foundation for Everything? -- Contents -- About the Author -- 1: Template-Based Management: At a Glance -- 1.1 What Are We Talking About? -- 1.2 Inspired by the Burst of the New Economy Bubble -- 1.3 About the Emergence of TBM -- 1.4 Getting Into Methodological and Structural Competences -- 1.5 What Means Capacity for Abstraction? -- 1.6 The Dual-level Coaching is Developing -- 1.7 Why Thriving Facilitating Organizational Learning? -- 1.8 What Does the Methodology Look Like? -- 1.9 What Are the Benefits of TBM? -- 1.10 What Is the Conclusion? -- 2: Template-Based Management: An Introduction -- 2.1 Introduction -- 2.2 What Are the Origins of TBM? -- 2.3 What Means TBM, Templater, and Templee? -- 2.4 The TBM Process -- 2.5 What You Should Know About Templater and Templee -- 2.6 What Is the Background of TBM? -- You May Ask, Why This Was Necessary -- 2.7 What Are the Objectives of This Book? -- 2.8 How Is This Guide Structured? -- 2.9 What Is in for You? -- 2.9.1 The Benefits for Business Managers -- 2.9.2 The Benefits for Human Resource Managers -- 2.9.3 The Benefits for Consultants -- 2.9.4 The Benefits for Students -- 2.10 What This Chapter Was About -- 3: On the Urgency of Management Reorientation -- 3.1 The Contingency Situation -- 3.1.1 What a Look in the Rear-View Mirror Shows -- 3.1.2 The Stormy Waters of the New Millennium -- 3.1.3 Mind Game of Future Scenarios -- 3.2 The Remocal Economy -- 3.3 Why The Future Will Be Hybrid -- Facts and Figures -- 3.4 Toward the Triangle of Trust -- 3.4.1 Authenticity -- 3.4.2 Empathy -- 3.4.3 Logic -- 3.5 The New Green Deal -- 3.5.1 The Cybersecurity Industry 3.5.2 The As-a-Service Industry -- 3.5.3 Excursus: The TBM-Based EaaS Calculation Engine -- 3.5.4 The Ethical Corporation -- An Example -- 3.6 And Change Must Always Start with You -- 4: What is The New Normal? -- 4.1 Where Are We Coming From? -- 4.2 Even Microsoft Had to Hit Refresh -- 4.3 Why Are Value Chains Always Forgotten? -- 4.4 The Remocal Economy -- 4.4.1 About Structures and Methods -- 4.4.2 Solving The Trust Paradox -- 4.4.3 How to Make the Intangible Tangible? -- 4.4.4 How to Overcome the Degradation of Knowledge? -- 4.5 Predictive Intelligence for the Remocal Economy -- 4.5.1 Why Struggle with Cost Pressure? -- 4.5.2 Rent the Stuff and Make the Important! -- 4.5.3 Why Not Invest in Your ''Internal Consultants''? -- 4.5.4 How to Overcome Resistance -- 4.6 Why Consulting Will Be Disrupted -- Excursus -- 4.6.1 Have We Learned Nothing from Enron and WorldCom? -- 4.6.2 Why Hiring Consultants Is Not Sustainable -- 4.6.3 Why We Should Support The Niche Consultants -- 4.6.4 Why There Is No Shortcut to Success -- 4.7 What I Wanted to Tell You -- 5: The Learning Dimension of TBM -- 5.1 How Do We Learn? -- 5.1.1 Where Are We Coming From? -- 5.1.2 What Is the Theoretical Background? -- 5.1.3 Why Knowles Delivered Groundwork -- 5.1.3.1 Classical Conditioning -- 5.1.3.2 Operant Conditioning -- 5.1.3.3 Reinforcement -- 5.1.3.4 Acquisition -- 5.2 Why Cognitive Social Learning Is Core to TBM -- 5.2.1 Reinforcement and Vicarious Learning -- 5.3 Neuro-Linguistic Programming and Its Impact on TBM -- 5.3.1 What is the Relevance of Individual's Learning Perspective? -- 5.3.2 The Individual's Learning Style -- 5.3.3 The VAKOG Model -- 5.3.4 Motivation as Impacting Factor -- 5.4 How Templates Are Linked with Learning Typologies -- 5.5 What Are the Challenges of Template-driven Learning? -- 5.5.1 The Process Stream -- 5.5.2 The Production Stream 5.5.3 Diversity-driven Challenges -- 5.6 What Are the Advantages of Template-based Learning? -- 5.6.1 What Is in for the Individual? -- 5.6.2 What Is in for the Organization? -- 5.7 Why Learning with TBM Works -- Example: -- 6: The Process Perspective of TBM -- 6.1 How to Define Template-based Management? -- Definition: -- 6.2 The Core Steps of Every Problem-Solving Process -- 6.2.1 Step 1: Problem Definition and Understanding -- 6.2.2 Step 2: Goal Definition -- 6.2.3 Step 3: Alternatives for Problem Solution -- 6.2.3.1 Finding Alternatives -- 6.2.3.2 Evaluating Alternatives -- 6.2.3.3 Choosing Alternative(s) -- 6.2.4 Step 4: Problem-Solving (Delivery) -- 6.2.5 Step 5: Evaluation -- 6.3 What Are the Four Organizational Threats? -- 6.3.1 Threat 1: Information Technology -- 6.3.2 Threat 2: Strategy -- 6.3.3 Threat 3: Operations -- 6.3.4 Threat 4: Human Resources -- 6.4 What to Learn from the Last Decades? -- 6.5 Which Are the Four Steps of TBM? -- 6.5.1 TBM Step 1: Problem Definition and Understanding -- 6.5.2 TBM Step 2: Process Evolvement and Abstraction -- 6.5.3 TBM Step 3: Template Generation -- 6.5.4 TBM Step 4: Project Work Implementation and Facilitation -- 6.6 What Is So Different About the TBM Process? -- 7: The Tool Dimension of TBM -- 7.1 What Is the Definition of a Template? -- 7.1.1 What Is the Tool? -- 7.1.1.1 Autonomous Delivery -- 7.1.2 What Are the Origins of Templates? -- 7.1.3 Which Are the Key Elements of Efficient Templates? -- 7.2 How to Generate the Templates? -- 7.2.1 How to Develop the Draft? -- 7.2.2 What to Do for the Pretesting Session? -- 7.2.3 How Does the Fine-Tuning Look Like? -- 7.3 What Template Typologies and Different Types Are There? -- 7.3.1 What Are Managerial Templates? -- 7.3.2 The Planning Type -- 7.3.3 The Organizing Type -- 7.3.4 The Leading Type -- 7.3.5 The Controlling Type 7.3.6 How to Distinguish Process or Content Templates? -- 7.3.7 When to Use Result Templates? -- 7.4 What Is the Key Message Regarding the Tool? -- 8: The TBM Skills Triad -- 8.1 What Is the TBM Skills Triad? -- 8.2 Why Do We Need Abstraction Ability? -- 8.2.1 How to Leverage Organizational Problems -- 8.2.2 How Does Process of Problem-Solving Look Like? -- 8.2.3 How to Recognize Specific Thinking Typologies? -- 8.2.4 How to Understand Key Levers? -- Tip -- 8.3 What Means Dual-Level Coaching? -- 8.3.1 How to Not Act as a Consultant -- 8.3.2 Why We Have to Listen Again -- 8.3.3 What Does It Take to Apply DLC? -- 8.3.4 Want to Be a Sports Coach? -- 8.3.5 What Are the Advantages of DLC? -- 8.3.6 Carefully Always Check on Your Level! -- 8.3.7 What Is About Traditional Management Training? -- 8.3.8 Keep on Challenging Your Templaters and Templees! -- 8.4 What Does Generic Process Thinking Mean? -- 8.4.1 What Are the Conventional Process Thinking Typologies? -- 8.4.1.1 Challenges for Enlarging Conventional Process Thinking -- 8.4.1.2 Solution-Process Evolvement -- 8.4.2 The Development of Causality Chains -- 8.4.3 Process Abstraction and Transformation -- 8.5 Talking About the ACT-Code for TBM -- 9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry -- 9.1 Description of the Client -- 9.2 The Contingency Situation -- 9.2.1 Industry Situation -- 9.2.2 Client's Situation -- 9.3 Problem Definition and Understanding -- 9.4 Process Evolvement and Abstraction -- 9.5 Template Generation -- 9.6 Project Work Implementation -- 9.7 Quantitative and Qualitative Project Results -- 10: TBM in Process Reengineering: Case Study Services Industry -- 10.1 Description of the Client -- 10.2 The Contingency Situation -- 10.2.1 Industry Situation -- 10.2.2 Client's Situation -- 10.3 Problem Definition and Understanding -- 10.4 Process Evolvement and Abstraction 10.5 Template Generation -- 10.6 Project Work Implementation -- 10.7 Quantitative and Qualitative Project Results -- 11: TBM in Organizational Development: Case Study Financial Service Industry -- 11.1 Description of the Client -- 11.2 The Contingency Situation -- 11.2.1 Industry Situation -- 11.2.2 Client's Situation -- 11.3 Problem Definition and Understanding -- 11.4 Process Evolvement and Abstraction -- 11.5 Template Generation -- 11.5.1 Template Structuring -- 11.5.2 Template Completion Process -- 11.5.3 Template-Driven Monitoring Process -- 11.5.4 Template-Driven Costing Process -- 11.6 Project Work Implementation -- 11.7 Quantitative and Qualitative Project Results -- 11.8 The Future -- 11.9 Resume -- 12: TBM for a B2B Marketing Department: Case Study SME -- 12.1 Description of the Client -- 12.2 The Contingency Situation -- 12.2.1 Industry Situation -- 12.2.2 Client Situation -- 12.3 Problem Definition and Understanding -- 12.4 Process Evolvement and Abstraction -- 12.5 Template Generation -- 12.6 Project Work Implementation -- 12.6.1 Who Will Actually Use This Library? -- 12.6.2 The Process Mapping Workshop -- 12.6.3 TBM for Unleashing Innovations -- 12.6.3.1 The Way to Predictive Intelligence -- 12.6.3.2 Quest for New Tools -- 12.6.3.3 Key Performance Indicators -- 12.6.3.4 Data Tracking and Integration -- 12.7 Quantitative and Qualitative Project Results -- 12.8 More for Less with TBM -- 13: TBM for Technical Sales: Case Study Manufacturing Industry -- 13.1 Description of the Client -- 13.2 The Contingency Situation -- 13.3 Problem Definition and Understanding -- 13.3.1 Sales Partner Management at Random -- 13.3.2 The Channel Success Manager -- 13.4 Process Evolvement and Abstraction -- 13.5 Template Generation -- 13.6 Project Work Implementation -- Example: -- 13.6.1 Sales Partner Incentive as a Win-Win -- Example: 13.6.2 The Sales Partner Journey |
| ctrlnum | (ZDB-30-PQE)EBC6381964 (ZDB-30-PAD)EBC6381964 (ZDB-89-EBL)EBL6381964 (OCoLC)1204135847 (DE-599)BVBBV048224418 |
| dewey-full | 658.404 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.404 |
| dewey-search | 658.404 |
| dewey-sort | 3658.404 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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-- Did the Technical Challenge Change? -- Preface to This New Edition -- How Could Kondratjew Know It Already By Then? -- Why Not Only Agile and Kanban Are Using Templates -- What Is the Decisive Foundation for Everything? -- Contents -- About the Author -- 1: Template-Based Management: At a Glance -- 1.1 What Are We Talking About? -- 1.2 Inspired by the Burst of the New Economy Bubble -- 1.3 About the Emergence of TBM -- 1.4 Getting Into Methodological and Structural Competences -- 1.5 What Means Capacity for Abstraction? -- 1.6 The Dual-level Coaching is Developing -- 1.7 Why Thriving Facilitating Organizational Learning? -- 1.8 What Does the Methodology Look Like? -- 1.9 What Are the Benefits of TBM? -- 1.10 What Is the Conclusion? -- 2: Template-Based Management: An Introduction -- 2.1 Introduction -- 2.2 What Are the Origins of TBM? -- 2.3 What Means TBM, Templater, and Templee? -- 2.4 The TBM Process -- 2.5 What You Should Know About Templater and Templee -- 2.6 What Is the Background of TBM? -- You May Ask, Why This Was Necessary -- 2.7 What Are the Objectives of This Book? -- 2.8 How Is This Guide Structured? -- 2.9 What Is in for You? -- 2.9.1 The Benefits for Business Managers -- 2.9.2 The Benefits for Human Resource Managers -- 2.9.3 The Benefits for Consultants -- 2.9.4 The Benefits for Students -- 2.10 What This Chapter Was About -- 3: On the Urgency of Management Reorientation -- 3.1 The Contingency Situation -- 3.1.1 What a Look in the Rear-View Mirror Shows -- 3.1.2 The Stormy Waters of the New Millennium -- 3.1.3 Mind Game of Future Scenarios -- 3.2 The Remocal Economy -- 3.3 Why The Future Will Be Hybrid -- Facts and Figures -- 3.4 Toward the Triangle of Trust -- 3.4.1 Authenticity -- 3.4.2 Empathy -- 3.4.3 Logic -- 3.5 The New Green Deal -- 3.5.1 The Cybersecurity Industry</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.5.2 The As-a-Service Industry -- 3.5.3 Excursus: The TBM-Based EaaS Calculation Engine -- 3.5.4 The Ethical Corporation -- An Example -- 3.6 And Change Must Always Start with You -- 4: What is The New Normal? -- 4.1 Where Are We Coming From? -- 4.2 Even Microsoft Had to Hit Refresh -- 4.3 Why Are Value Chains Always Forgotten? -- 4.4 The Remocal Economy -- 4.4.1 About Structures and Methods -- 4.4.2 Solving The Trust Paradox -- 4.4.3 How to Make the Intangible Tangible? -- 4.4.4 How to Overcome the Degradation of Knowledge? -- 4.5 Predictive Intelligence for the Remocal Economy -- 4.5.1 Why Struggle with Cost Pressure? -- 4.5.2 Rent the Stuff and Make the Important! -- 4.5.3 Why Not Invest in Your ''Internal Consultants''? -- 4.5.4 How to Overcome Resistance -- 4.6 Why Consulting Will Be Disrupted -- Excursus -- 4.6.1 Have We Learned Nothing from Enron and WorldCom? -- 4.6.2 Why Hiring Consultants Is Not Sustainable -- 4.6.3 Why We Should Support The Niche Consultants -- 4.6.4 Why There Is No Shortcut to Success -- 4.7 What I Wanted to Tell You -- 5: The Learning Dimension of TBM -- 5.1 How Do We Learn? -- 5.1.1 Where Are We Coming From? -- 5.1.2 What Is the Theoretical Background? -- 5.1.3 Why Knowles Delivered Groundwork -- 5.1.3.1 Classical Conditioning -- 5.1.3.2 Operant Conditioning -- 5.1.3.3 Reinforcement -- 5.1.3.4 Acquisition -- 5.2 Why Cognitive Social Learning Is Core to TBM -- 5.2.1 Reinforcement and Vicarious Learning -- 5.3 Neuro-Linguistic Programming and Its Impact on TBM -- 5.3.1 What is the Relevance of Individual's Learning Perspective? -- 5.3.2 The Individual's Learning Style -- 5.3.3 The VAKOG Model -- 5.3.4 Motivation as Impacting Factor -- 5.4 How Templates Are Linked with Learning Typologies -- 5.5 What Are the Challenges of Template-driven Learning? -- 5.5.1 The Process Stream -- 5.5.2 The Production Stream</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.5.3 Diversity-driven Challenges -- 5.6 What Are the Advantages of Template-based Learning? -- 5.6.1 What Is in for the Individual? -- 5.6.2 What Is in for the Organization? -- 5.7 Why Learning with TBM Works -- Example: -- 6: The Process Perspective of TBM -- 6.1 How to Define Template-based Management? -- Definition: -- 6.2 The Core Steps of Every Problem-Solving Process -- 6.2.1 Step 1: Problem Definition and Understanding -- 6.2.2 Step 2: Goal Definition -- 6.2.3 Step 3: Alternatives for Problem Solution -- 6.2.3.1 Finding Alternatives -- 6.2.3.2 Evaluating Alternatives -- 6.2.3.3 Choosing Alternative(s) -- 6.2.4 Step 4: Problem-Solving (Delivery) -- 6.2.5 Step 5: Evaluation -- 6.3 What Are the Four Organizational Threats? -- 6.3.1 Threat 1: Information Technology -- 6.3.2 Threat 2: Strategy -- 6.3.3 Threat 3: Operations -- 6.3.4 Threat 4: Human Resources -- 6.4 What to Learn from the Last Decades? -- 6.5 Which Are the Four Steps of TBM? -- 6.5.1 TBM Step 1: Problem Definition and Understanding -- 6.5.2 TBM Step 2: Process Evolvement and Abstraction -- 6.5.3 TBM Step 3: Template Generation -- 6.5.4 TBM Step 4: Project Work Implementation and Facilitation -- 6.6 What Is So Different About the TBM Process? -- 7: The Tool Dimension of TBM -- 7.1 What Is the Definition of a Template? -- 7.1.1 What Is the Tool? -- 7.1.1.1 Autonomous Delivery -- 7.1.2 What Are the Origins of Templates? -- 7.1.3 Which Are the Key Elements of Efficient Templates? -- 7.2 How to Generate the Templates? -- 7.2.1 How to Develop the Draft? -- 7.2.2 What to Do for the Pretesting Session? -- 7.2.3 How Does the Fine-Tuning Look Like? -- 7.3 What Template Typologies and Different Types Are There? -- 7.3.1 What Are Managerial Templates? -- 7.3.2 The Planning Type -- 7.3.3 The Organizing Type -- 7.3.4 The Leading Type -- 7.3.5 The Controlling Type</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.3.6 How to Distinguish Process or Content Templates? -- 7.3.7 When to Use Result Templates? -- 7.4 What Is the Key Message Regarding the Tool? -- 8: The TBM Skills Triad -- 8.1 What Is the TBM Skills Triad? -- 8.2 Why Do We Need Abstraction Ability? -- 8.2.1 How to Leverage Organizational Problems -- 8.2.2 How Does Process of Problem-Solving Look Like? -- 8.2.3 How to Recognize Specific Thinking Typologies? -- 8.2.4 How to Understand Key Levers? -- Tip -- 8.3 What Means Dual-Level Coaching? -- 8.3.1 How to Not Act as a Consultant -- 8.3.2 Why We Have to Listen Again -- 8.3.3 What Does It Take to Apply DLC? -- 8.3.4 Want to Be a Sports Coach? -- 8.3.5 What Are the Advantages of DLC? -- 8.3.6 Carefully Always Check on Your Level! -- 8.3.7 What Is About Traditional Management Training? -- 8.3.8 Keep on Challenging Your Templaters and Templees! -- 8.4 What Does Generic Process Thinking Mean? -- 8.4.1 What Are the Conventional Process Thinking Typologies? -- 8.4.1.1 Challenges for Enlarging Conventional Process Thinking -- 8.4.1.2 Solution-Process Evolvement -- 8.4.2 The Development of Causality Chains -- 8.4.3 Process Abstraction and Transformation -- 8.5 Talking About the ACT-Code for TBM -- 9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry -- 9.1 Description of the Client -- 9.2 The Contingency Situation -- 9.2.1 Industry Situation -- 9.2.2 Client's Situation -- 9.3 Problem Definition and Understanding -- 9.4 Process Evolvement and Abstraction -- 9.5 Template Generation -- 9.6 Project Work Implementation -- 9.7 Quantitative and Qualitative Project Results -- 10: TBM in Process Reengineering: Case Study Services Industry -- 10.1 Description of the Client -- 10.2 The Contingency Situation -- 10.2.1 Industry Situation -- 10.2.2 Client's Situation -- 10.3 Problem Definition and Understanding -- 10.4 Process Evolvement and Abstraction</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">10.5 Template Generation -- 10.6 Project Work Implementation -- 10.7 Quantitative and Qualitative Project Results -- 11: TBM in Organizational Development: Case Study Financial Service Industry -- 11.1 Description of the Client -- 11.2 The Contingency Situation -- 11.2.1 Industry Situation -- 11.2.2 Client's Situation -- 11.3 Problem Definition and Understanding -- 11.4 Process Evolvement and Abstraction -- 11.5 Template Generation -- 11.5.1 Template Structuring -- 11.5.2 Template Completion Process -- 11.5.3 Template-Driven Monitoring Process -- 11.5.4 Template-Driven Costing Process -- 11.6 Project Work Implementation -- 11.7 Quantitative and Qualitative Project Results -- 11.8 The Future -- 11.9 Resume -- 12: TBM for a B2B Marketing Department: Case Study SME -- 12.1 Description of the Client -- 12.2 The Contingency Situation -- 12.2.1 Industry Situation -- 12.2.2 Client Situation -- 12.3 Problem Definition and Understanding -- 12.4 Process Evolvement and Abstraction -- 12.5 Template Generation -- 12.6 Project Work Implementation -- 12.6.1 Who Will Actually Use This Library? 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| id | DE-604.BV048224418 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:29Z |
| institution | BVB |
| isbn | 9783030566111 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605151 |
| oclc_num | 1204135847 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (293 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management for Professionals Ser |
| spelling | Seebacher, Uwe G. Verfasser aut Template-Based Management A Guide for an Efficient and Impactful Professional Practice Cham Springer International Publishing AG 2020 ©2021 1 Online-Ressource (293 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- What Is Today's Economic Challenge? -- Did the Technical Challenge Change? -- Preface to This New Edition -- How Could Kondratjew Know It Already By Then? -- Why Not Only Agile and Kanban Are Using Templates -- What Is the Decisive Foundation for Everything? -- Contents -- About the Author -- 1: Template-Based Management: At a Glance -- 1.1 What Are We Talking About? -- 1.2 Inspired by the Burst of the New Economy Bubble -- 1.3 About the Emergence of TBM -- 1.4 Getting Into Methodological and Structural Competences -- 1.5 What Means Capacity for Abstraction? -- 1.6 The Dual-level Coaching is Developing -- 1.7 Why Thriving Facilitating Organizational Learning? -- 1.8 What Does the Methodology Look Like? -- 1.9 What Are the Benefits of TBM? -- 1.10 What Is the Conclusion? -- 2: Template-Based Management: An Introduction -- 2.1 Introduction -- 2.2 What Are the Origins of TBM? -- 2.3 What Means TBM, Templater, and Templee? -- 2.4 The TBM Process -- 2.5 What You Should Know About Templater and Templee -- 2.6 What Is the Background of TBM? -- You May Ask, Why This Was Necessary -- 2.7 What Are the Objectives of This Book? -- 2.8 How Is This Guide Structured? -- 2.9 What Is in for You? -- 2.9.1 The Benefits for Business Managers -- 2.9.2 The Benefits for Human Resource Managers -- 2.9.3 The Benefits for Consultants -- 2.9.4 The Benefits for Students -- 2.10 What This Chapter Was About -- 3: On the Urgency of Management Reorientation -- 3.1 The Contingency Situation -- 3.1.1 What a Look in the Rear-View Mirror Shows -- 3.1.2 The Stormy Waters of the New Millennium -- 3.1.3 Mind Game of Future Scenarios -- 3.2 The Remocal Economy -- 3.3 Why The Future Will Be Hybrid -- Facts and Figures -- 3.4 Toward the Triangle of Trust -- 3.4.1 Authenticity -- 3.4.2 Empathy -- 3.4.3 Logic -- 3.5 The New Green Deal -- 3.5.1 The Cybersecurity Industry 3.5.2 The As-a-Service Industry -- 3.5.3 Excursus: The TBM-Based EaaS Calculation Engine -- 3.5.4 The Ethical Corporation -- An Example -- 3.6 And Change Must Always Start with You -- 4: What is The New Normal? -- 4.1 Where Are We Coming From? -- 4.2 Even Microsoft Had to Hit Refresh -- 4.3 Why Are Value Chains Always Forgotten? -- 4.4 The Remocal Economy -- 4.4.1 About Structures and Methods -- 4.4.2 Solving The Trust Paradox -- 4.4.3 How to Make the Intangible Tangible? -- 4.4.4 How to Overcome the Degradation of Knowledge? -- 4.5 Predictive Intelligence for the Remocal Economy -- 4.5.1 Why Struggle with Cost Pressure? -- 4.5.2 Rent the Stuff and Make the Important! -- 4.5.3 Why Not Invest in Your ''Internal Consultants''? -- 4.5.4 How to Overcome Resistance -- 4.6 Why Consulting Will Be Disrupted -- Excursus -- 4.6.1 Have We Learned Nothing from Enron and WorldCom? -- 4.6.2 Why Hiring Consultants Is Not Sustainable -- 4.6.3 Why We Should Support The Niche Consultants -- 4.6.4 Why There Is No Shortcut to Success -- 4.7 What I Wanted to Tell You -- 5: The Learning Dimension of TBM -- 5.1 How Do We Learn? -- 5.1.1 Where Are We Coming From? -- 5.1.2 What Is the Theoretical Background? -- 5.1.3 Why Knowles Delivered Groundwork -- 5.1.3.1 Classical Conditioning -- 5.1.3.2 Operant Conditioning -- 5.1.3.3 Reinforcement -- 5.1.3.4 Acquisition -- 5.2 Why Cognitive Social Learning Is Core to TBM -- 5.2.1 Reinforcement and Vicarious Learning -- 5.3 Neuro-Linguistic Programming and Its Impact on TBM -- 5.3.1 What is the Relevance of Individual's Learning Perspective? -- 5.3.2 The Individual's Learning Style -- 5.3.3 The VAKOG Model -- 5.3.4 Motivation as Impacting Factor -- 5.4 How Templates Are Linked with Learning Typologies -- 5.5 What Are the Challenges of Template-driven Learning? -- 5.5.1 The Process Stream -- 5.5.2 The Production Stream 5.5.3 Diversity-driven Challenges -- 5.6 What Are the Advantages of Template-based Learning? -- 5.6.1 What Is in for the Individual? -- 5.6.2 What Is in for the Organization? -- 5.7 Why Learning with TBM Works -- Example: -- 6: The Process Perspective of TBM -- 6.1 How to Define Template-based Management? -- Definition: -- 6.2 The Core Steps of Every Problem-Solving Process -- 6.2.1 Step 1: Problem Definition and Understanding -- 6.2.2 Step 2: Goal Definition -- 6.2.3 Step 3: Alternatives for Problem Solution -- 6.2.3.1 Finding Alternatives -- 6.2.3.2 Evaluating Alternatives -- 6.2.3.3 Choosing Alternative(s) -- 6.2.4 Step 4: Problem-Solving (Delivery) -- 6.2.5 Step 5: Evaluation -- 6.3 What Are the Four Organizational Threats? -- 6.3.1 Threat 1: Information Technology -- 6.3.2 Threat 2: Strategy -- 6.3.3 Threat 3: Operations -- 6.3.4 Threat 4: Human Resources -- 6.4 What to Learn from the Last Decades? -- 6.5 Which Are the Four Steps of TBM? -- 6.5.1 TBM Step 1: Problem Definition and Understanding -- 6.5.2 TBM Step 2: Process Evolvement and Abstraction -- 6.5.3 TBM Step 3: Template Generation -- 6.5.4 TBM Step 4: Project Work Implementation and Facilitation -- 6.6 What Is So Different About the TBM Process? -- 7: The Tool Dimension of TBM -- 7.1 What Is the Definition of a Template? -- 7.1.1 What Is the Tool? -- 7.1.1.1 Autonomous Delivery -- 7.1.2 What Are the Origins of Templates? -- 7.1.3 Which Are the Key Elements of Efficient Templates? -- 7.2 How to Generate the Templates? -- 7.2.1 How to Develop the Draft? -- 7.2.2 What to Do for the Pretesting Session? -- 7.2.3 How Does the Fine-Tuning Look Like? -- 7.3 What Template Typologies and Different Types Are There? -- 7.3.1 What Are Managerial Templates? -- 7.3.2 The Planning Type -- 7.3.3 The Organizing Type -- 7.3.4 The Leading Type -- 7.3.5 The Controlling Type 7.3.6 How to Distinguish Process or Content Templates? -- 7.3.7 When to Use Result Templates? -- 7.4 What Is the Key Message Regarding the Tool? -- 8: The TBM Skills Triad -- 8.1 What Is the TBM Skills Triad? -- 8.2 Why Do We Need Abstraction Ability? -- 8.2.1 How to Leverage Organizational Problems -- 8.2.2 How Does Process of Problem-Solving Look Like? -- 8.2.3 How to Recognize Specific Thinking Typologies? -- 8.2.4 How to Understand Key Levers? -- Tip -- 8.3 What Means Dual-Level Coaching? -- 8.3.1 How to Not Act as a Consultant -- 8.3.2 Why We Have to Listen Again -- 8.3.3 What Does It Take to Apply DLC? -- 8.3.4 Want to Be a Sports Coach? -- 8.3.5 What Are the Advantages of DLC? -- 8.3.6 Carefully Always Check on Your Level! -- 8.3.7 What Is About Traditional Management Training? -- 8.3.8 Keep on Challenging Your Templaters and Templees! -- 8.4 What Does Generic Process Thinking Mean? -- 8.4.1 What Are the Conventional Process Thinking Typologies? -- 8.4.1.1 Challenges for Enlarging Conventional Process Thinking -- 8.4.1.2 Solution-Process Evolvement -- 8.4.2 The Development of Causality Chains -- 8.4.3 Process Abstraction and Transformation -- 8.5 Talking About the ACT-Code for TBM -- 9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry -- 9.1 Description of the Client -- 9.2 The Contingency Situation -- 9.2.1 Industry Situation -- 9.2.2 Client's Situation -- 9.3 Problem Definition and Understanding -- 9.4 Process Evolvement and Abstraction -- 9.5 Template Generation -- 9.6 Project Work Implementation -- 9.7 Quantitative and Qualitative Project Results -- 10: TBM in Process Reengineering: Case Study Services Industry -- 10.1 Description of the Client -- 10.2 The Contingency Situation -- 10.2.1 Industry Situation -- 10.2.2 Client's Situation -- 10.3 Problem Definition and Understanding -- 10.4 Process Evolvement and Abstraction 10.5 Template Generation -- 10.6 Project Work Implementation -- 10.7 Quantitative and Qualitative Project Results -- 11: TBM in Organizational Development: Case Study Financial Service Industry -- 11.1 Description of the Client -- 11.2 The Contingency Situation -- 11.2.1 Industry Situation -- 11.2.2 Client's Situation -- 11.3 Problem Definition and Understanding -- 11.4 Process Evolvement and Abstraction -- 11.5 Template Generation -- 11.5.1 Template Structuring -- 11.5.2 Template Completion Process -- 11.5.3 Template-Driven Monitoring Process -- 11.5.4 Template-Driven Costing Process -- 11.6 Project Work Implementation -- 11.7 Quantitative and Qualitative Project Results -- 11.8 The Future -- 11.9 Resume -- 12: TBM for a B2B Marketing Department: Case Study SME -- 12.1 Description of the Client -- 12.2 The Contingency Situation -- 12.2.1 Industry Situation -- 12.2.2 Client Situation -- 12.3 Problem Definition and Understanding -- 12.4 Process Evolvement and Abstraction -- 12.5 Template Generation -- 12.6 Project Work Implementation -- 12.6.1 Who Will Actually Use This Library? -- 12.6.2 The Process Mapping Workshop -- 12.6.3 TBM for Unleashing Innovations -- 12.6.3.1 The Way to Predictive Intelligence -- 12.6.3.2 Quest for New Tools -- 12.6.3.3 Key Performance Indicators -- 12.6.3.4 Data Tracking and Integration -- 12.7 Quantitative and Qualitative Project Results -- 12.8 More for Less with TBM -- 13: TBM for Technical Sales: Case Study Manufacturing Industry -- 13.1 Description of the Client -- 13.2 The Contingency Situation -- 13.3 Problem Definition and Understanding -- 13.3.1 Sales Partner Management at Random -- 13.3.2 The Channel Success Manager -- 13.4 Process Evolvement and Abstraction -- 13.5 Template Generation -- 13.6 Project Work Implementation -- Example: -- 13.6.1 Sales Partner Incentive as a Win-Win -- Example: 13.6.2 The Sales Partner Journey Project management Kostenoptimierung (DE-588)4135132-0 gnd rswk-swf Unternehmensberatung (DE-588)4078592-0 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Unternehmensberatung (DE-588)4078592-0 s Organisatorisches Lernen (DE-588)4198012-8 s Kostenoptimierung (DE-588)4135132-0 s DE-604 Innovationsmanagement (DE-588)4161817-8 s Erscheint auch als Druck-Ausgabe Seebacher, Uwe G. Template-Based Management Cham : Springer International Publishing AG,c2020 9783030566104 |
| spellingShingle | Seebacher, Uwe G. Template-Based Management A Guide for an Efficient and Impactful Professional Practice Intro -- Preface -- What Is Today's Economic Challenge? -- Did the Technical Challenge Change? -- Preface to This New Edition -- How Could Kondratjew Know It Already By Then? -- Why Not Only Agile and Kanban Are Using Templates -- What Is the Decisive Foundation for Everything? -- Contents -- About the Author -- 1: Template-Based Management: At a Glance -- 1.1 What Are We Talking About? -- 1.2 Inspired by the Burst of the New Economy Bubble -- 1.3 About the Emergence of TBM -- 1.4 Getting Into Methodological and Structural Competences -- 1.5 What Means Capacity for Abstraction? -- 1.6 The Dual-level Coaching is Developing -- 1.7 Why Thriving Facilitating Organizational Learning? -- 1.8 What Does the Methodology Look Like? -- 1.9 What Are the Benefits of TBM? -- 1.10 What Is the Conclusion? -- 2: Template-Based Management: An Introduction -- 2.1 Introduction -- 2.2 What Are the Origins of TBM? -- 2.3 What Means TBM, Templater, and Templee? -- 2.4 The TBM Process -- 2.5 What You Should Know About Templater and Templee -- 2.6 What Is the Background of TBM? -- You May Ask, Why This Was Necessary -- 2.7 What Are the Objectives of This Book? -- 2.8 How Is This Guide Structured? -- 2.9 What Is in for You? -- 2.9.1 The Benefits for Business Managers -- 2.9.2 The Benefits for Human Resource Managers -- 2.9.3 The Benefits for Consultants -- 2.9.4 The Benefits for Students -- 2.10 What This Chapter Was About -- 3: On the Urgency of Management Reorientation -- 3.1 The Contingency Situation -- 3.1.1 What a Look in the Rear-View Mirror Shows -- 3.1.2 The Stormy Waters of the New Millennium -- 3.1.3 Mind Game of Future Scenarios -- 3.2 The Remocal Economy -- 3.3 Why The Future Will Be Hybrid -- Facts and Figures -- 3.4 Toward the Triangle of Trust -- 3.4.1 Authenticity -- 3.4.2 Empathy -- 3.4.3 Logic -- 3.5 The New Green Deal -- 3.5.1 The Cybersecurity Industry 3.5.2 The As-a-Service Industry -- 3.5.3 Excursus: The TBM-Based EaaS Calculation Engine -- 3.5.4 The Ethical Corporation -- An Example -- 3.6 And Change Must Always Start with You -- 4: What is The New Normal? -- 4.1 Where Are We Coming From? -- 4.2 Even Microsoft Had to Hit Refresh -- 4.3 Why Are Value Chains Always Forgotten? -- 4.4 The Remocal Economy -- 4.4.1 About Structures and Methods -- 4.4.2 Solving The Trust Paradox -- 4.4.3 How to Make the Intangible Tangible? -- 4.4.4 How to Overcome the Degradation of Knowledge? -- 4.5 Predictive Intelligence for the Remocal Economy -- 4.5.1 Why Struggle with Cost Pressure? -- 4.5.2 Rent the Stuff and Make the Important! -- 4.5.3 Why Not Invest in Your ''Internal Consultants''? -- 4.5.4 How to Overcome Resistance -- 4.6 Why Consulting Will Be Disrupted -- Excursus -- 4.6.1 Have We Learned Nothing from Enron and WorldCom? -- 4.6.2 Why Hiring Consultants Is Not Sustainable -- 4.6.3 Why We Should Support The Niche Consultants -- 4.6.4 Why There Is No Shortcut to Success -- 4.7 What I Wanted to Tell You -- 5: The Learning Dimension of TBM -- 5.1 How Do We Learn? -- 5.1.1 Where Are We Coming From? -- 5.1.2 What Is the Theoretical Background? -- 5.1.3 Why Knowles Delivered Groundwork -- 5.1.3.1 Classical Conditioning -- 5.1.3.2 Operant Conditioning -- 5.1.3.3 Reinforcement -- 5.1.3.4 Acquisition -- 5.2 Why Cognitive Social Learning Is Core to TBM -- 5.2.1 Reinforcement and Vicarious Learning -- 5.3 Neuro-Linguistic Programming and Its Impact on TBM -- 5.3.1 What is the Relevance of Individual's Learning Perspective? -- 5.3.2 The Individual's Learning Style -- 5.3.3 The VAKOG Model -- 5.3.4 Motivation as Impacting Factor -- 5.4 How Templates Are Linked with Learning Typologies -- 5.5 What Are the Challenges of Template-driven Learning? -- 5.5.1 The Process Stream -- 5.5.2 The Production Stream 5.5.3 Diversity-driven Challenges -- 5.6 What Are the Advantages of Template-based Learning? -- 5.6.1 What Is in for the Individual? -- 5.6.2 What Is in for the Organization? -- 5.7 Why Learning with TBM Works -- Example: -- 6: The Process Perspective of TBM -- 6.1 How to Define Template-based Management? -- Definition: -- 6.2 The Core Steps of Every Problem-Solving Process -- 6.2.1 Step 1: Problem Definition and Understanding -- 6.2.2 Step 2: Goal Definition -- 6.2.3 Step 3: Alternatives for Problem Solution -- 6.2.3.1 Finding Alternatives -- 6.2.3.2 Evaluating Alternatives -- 6.2.3.3 Choosing Alternative(s) -- 6.2.4 Step 4: Problem-Solving (Delivery) -- 6.2.5 Step 5: Evaluation -- 6.3 What Are the Four Organizational Threats? -- 6.3.1 Threat 1: Information Technology -- 6.3.2 Threat 2: Strategy -- 6.3.3 Threat 3: Operations -- 6.3.4 Threat 4: Human Resources -- 6.4 What to Learn from the Last Decades? -- 6.5 Which Are the Four Steps of TBM? -- 6.5.1 TBM Step 1: Problem Definition and Understanding -- 6.5.2 TBM Step 2: Process Evolvement and Abstraction -- 6.5.3 TBM Step 3: Template Generation -- 6.5.4 TBM Step 4: Project Work Implementation and Facilitation -- 6.6 What Is So Different About the TBM Process? -- 7: The Tool Dimension of TBM -- 7.1 What Is the Definition of a Template? -- 7.1.1 What Is the Tool? -- 7.1.1.1 Autonomous Delivery -- 7.1.2 What Are the Origins of Templates? -- 7.1.3 Which Are the Key Elements of Efficient Templates? -- 7.2 How to Generate the Templates? -- 7.2.1 How to Develop the Draft? -- 7.2.2 What to Do for the Pretesting Session? -- 7.2.3 How Does the Fine-Tuning Look Like? -- 7.3 What Template Typologies and Different Types Are There? -- 7.3.1 What Are Managerial Templates? -- 7.3.2 The Planning Type -- 7.3.3 The Organizing Type -- 7.3.4 The Leading Type -- 7.3.5 The Controlling Type 7.3.6 How to Distinguish Process or Content Templates? -- 7.3.7 When to Use Result Templates? -- 7.4 What Is the Key Message Regarding the Tool? -- 8: The TBM Skills Triad -- 8.1 What Is the TBM Skills Triad? -- 8.2 Why Do We Need Abstraction Ability? -- 8.2.1 How to Leverage Organizational Problems -- 8.2.2 How Does Process of Problem-Solving Look Like? -- 8.2.3 How to Recognize Specific Thinking Typologies? -- 8.2.4 How to Understand Key Levers? -- Tip -- 8.3 What Means Dual-Level Coaching? -- 8.3.1 How to Not Act as a Consultant -- 8.3.2 Why We Have to Listen Again -- 8.3.3 What Does It Take to Apply DLC? -- 8.3.4 Want to Be a Sports Coach? -- 8.3.5 What Are the Advantages of DLC? -- 8.3.6 Carefully Always Check on Your Level! -- 8.3.7 What Is About Traditional Management Training? -- 8.3.8 Keep on Challenging Your Templaters and Templees! -- 8.4 What Does Generic Process Thinking Mean? -- 8.4.1 What Are the Conventional Process Thinking Typologies? -- 8.4.1.1 Challenges for Enlarging Conventional Process Thinking -- 8.4.1.2 Solution-Process Evolvement -- 8.4.2 The Development of Causality Chains -- 8.4.3 Process Abstraction and Transformation -- 8.5 Talking About the ACT-Code for TBM -- 9: TBM in Innovation Management: Case Study Chemicals/Pharma Industry -- 9.1 Description of the Client -- 9.2 The Contingency Situation -- 9.2.1 Industry Situation -- 9.2.2 Client's Situation -- 9.3 Problem Definition and Understanding -- 9.4 Process Evolvement and Abstraction -- 9.5 Template Generation -- 9.6 Project Work Implementation -- 9.7 Quantitative and Qualitative Project Results -- 10: TBM in Process Reengineering: Case Study Services Industry -- 10.1 Description of the Client -- 10.2 The Contingency Situation -- 10.2.1 Industry Situation -- 10.2.2 Client's Situation -- 10.3 Problem Definition and Understanding -- 10.4 Process Evolvement and Abstraction 10.5 Template Generation -- 10.6 Project Work Implementation -- 10.7 Quantitative and Qualitative Project Results -- 11: TBM in Organizational Development: Case Study Financial Service Industry -- 11.1 Description of the Client -- 11.2 The Contingency Situation -- 11.2.1 Industry Situation -- 11.2.2 Client's Situation -- 11.3 Problem Definition and Understanding -- 11.4 Process Evolvement and Abstraction -- 11.5 Template Generation -- 11.5.1 Template Structuring -- 11.5.2 Template Completion Process -- 11.5.3 Template-Driven Monitoring Process -- 11.5.4 Template-Driven Costing Process -- 11.6 Project Work Implementation -- 11.7 Quantitative and Qualitative Project Results -- 11.8 The Future -- 11.9 Resume -- 12: TBM for a B2B Marketing Department: Case Study SME -- 12.1 Description of the Client -- 12.2 The Contingency Situation -- 12.2.1 Industry Situation -- 12.2.2 Client Situation -- 12.3 Problem Definition and Understanding -- 12.4 Process Evolvement and Abstraction -- 12.5 Template Generation -- 12.6 Project Work Implementation -- 12.6.1 Who Will Actually Use This Library? -- 12.6.2 The Process Mapping Workshop -- 12.6.3 TBM for Unleashing Innovations -- 12.6.3.1 The Way to Predictive Intelligence -- 12.6.3.2 Quest for New Tools -- 12.6.3.3 Key Performance Indicators -- 12.6.3.4 Data Tracking and Integration -- 12.7 Quantitative and Qualitative Project Results -- 12.8 More for Less with TBM -- 13: TBM for Technical Sales: Case Study Manufacturing Industry -- 13.1 Description of the Client -- 13.2 The Contingency Situation -- 13.3 Problem Definition and Understanding -- 13.3.1 Sales Partner Management at Random -- 13.3.2 The Channel Success Manager -- 13.4 Process Evolvement and Abstraction -- 13.5 Template Generation -- 13.6 Project Work Implementation -- Example: -- 13.6.1 Sales Partner Incentive as a Win-Win -- Example: 13.6.2 The Sales Partner Journey Project management Kostenoptimierung (DE-588)4135132-0 gnd Unternehmensberatung (DE-588)4078592-0 gnd Innovationsmanagement (DE-588)4161817-8 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd |
| subject_GND | (DE-588)4135132-0 (DE-588)4078592-0 (DE-588)4161817-8 (DE-588)4198012-8 |
| title | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_auth | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_exact_search | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_exact_search_txtP | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_full | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_fullStr | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_full_unstemmed | Template-Based Management A Guide for an Efficient and Impactful Professional Practice |
| title_short | Template-Based Management |
| title_sort | template based management a guide for an efficient and impactful professional practice |
| title_sub | A Guide for an Efficient and Impactful Professional Practice |
| topic | Project management Kostenoptimierung (DE-588)4135132-0 gnd Unternehmensberatung (DE-588)4078592-0 gnd Innovationsmanagement (DE-588)4161817-8 gnd Organisatorisches Lernen (DE-588)4198012-8 gnd |
| topic_facet | Project management Kostenoptimierung Unternehmensberatung Innovationsmanagement Organisatorisches Lernen |
| work_keys_str_mv | AT seebacheruweg templatebasedmanagementaguideforanefficientandimpactfulprofessionalpractice |