Alignment and Commitment

Aristide Aartsengel and Selahattin Kurtoglu

Chapter 8 in A Guide to Continuous Improvement Transformation, 2013, pp 81-107 from Springer

Abstract: Abstract The attainment of intended strategic goals is the lifeblood of any enterprise business. Ideally, every employee should be acting in concert with the enterprise business intended strategy. The larger the enterprise business is, the more important the synergy that diverse resources and capabilities provide within the enterprise business. No matter how clear and valid an enterprise business intended strategy and its alignment are, if employees at different organizational levels within the enterprise business are not genuinely on the same page, working with each other, rather than against or independent of each other, the enterprise business will not achieve the success that it want. There are three key dimensions to achieving this: the alignment process, the commitment of employees on the resulting alignment, and the development and management of teams to execute the aligned activities.

Keywords: Quality Function Deployment; Importance Rating; Alignment Process; Operational Concept; Alignment Plan (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-35904-0_8

Ordering information: This item can be ordered from
http://www.springer.com/9783642359040

DOI: 10.1007/978-3-642-35904-0_8

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().