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O Problema Não São as Pessoas - É O Sistema: Como Deixar de Apagar Incêndios E Passar a Criar Valor Com a Gestão Por Processos
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Publisher: Independently Published
Pages: 232
Weight: 0.70
Height: 0.49 Width: 6.00 Depth: 9.00
Language: Portuguese
Você contrata os melhores. Treina. Eles se esforçam a cada dia. E, mesmo assim, as mesmas dores de cabeça continuam: áreas que se chocam entre si, reuniões angustiantes que não resolvem os problemas, urgências que se amontoam.
Não são as pessoas. É o sistema.
As organizações criam valor por meio de processos que atravessam todas as áreas. Mas continuam sendo gerenciadas como se o resultado global fosse a simples soma do que se faz em cada departamento. Daà nascem os conflitos entre áreas, os indicadores que premiam comportamento errado, e um eterno apagar incêndios.
Ao longo de quarenta anos transformando empresas dos mais diversos setores, Eduardo C. Moura desenvolveu a Gestão por Processos (GPP): não uma ferramenta a mais, em meio a tantas que já existem, mas uma forma completamente diferente de compreender a organização.
A GPP não substitui a Teoria das Restrições, o Lean ou o Six Sigma. É a arquitetura que integra as três, para que cada uma contribua com o seu melhor no processo certo, no momento certo.
Este livro não fala só ao especialista em processos. Fala, antes de tudo, ao lÃder: a quem entende que transformar uma empresa não é implantar uma técnica a mais, e sim mudar a forma de pensar toda a organização.
Um manual sem rodeios, para deixar de administrar departamentos e começar a gerenciar um sistema focado em criar valor. Porque quando o sistema muda, as mesmas pessoas produzem resultados totalmente diferentes.
VOCÊ VAI DESCOBRIR:
- Por que a crença de que se cada área bate a sua meta, a empresa vai bem é uma das que mais destroem valor.
- A diferença real entre Gestão DE Processos e Gestão POR Processos (e por que muitas empresas apenas rebatizaram a velha burocracia).
- Como passar do Paradigma da Fragmentação ao de Fluxo Sistêmico.
- A metodologia GPP passo a passo: da modelagem sistêmica à padronização integrada.
- Como medir o desempenho com indicadores que não distorcem o comportamento.
- Por que a empresa tÃpica pede à s pessoas apenas um terço do que elas podem dar, e como o trabalho pode se transformar na sua maior fonte de motivação.
- Como avaliar as pessoas por comportamentos observáveis, e não pelo cumprimento de metas numéricas individuais.
- Como integrar Teoria das Restrições, Lean e Six Sigma nos processos certos.
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