Modeling the Change by SAP-LAP Hills
Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can imp...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Pramod, V. R. [verfasserIn] Banwet, D. K. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2011 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Global journal of flexible systems management - New Delhi : Global Institute of Flexible Systems Management, 2001, 12(2011), 3-4 vom: Juli, Seite 21-30 |
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| Übergeordnetes Werk: |
volume:12 ; year:2011 ; number:3-4 ; month:07 ; pages:21-30 |
| Links: |
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| DOI / URN: |
10.1007/BF03396604 |
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| Katalog-ID: |
SPR033365644 |
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| 520 | |a Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations | ||
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10.1007/BF03396604 doi (DE-627)SPR033365644 (SPR)BF03396604-e DE-627 ger DE-627 rakwb eng 050 ASE Pramod, V. R. verfasserin aut Modeling the Change by SAP-LAP Hills 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations actor-process metrics (dpeaa)DE-He213 quantification (dpeaa)DE-He213 SAP-LAP (dpeaa)DE-He213 SAP-LAP hills (dpeaa)DE-He213 Banwet, D. K. verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 12(2011), 3-4 vom: Juli, Seite 21-30 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:12 year:2011 number:3-4 month:07 pages:21-30 https://dx.doi.org/10.1007/BF03396604 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 12 2011 3-4 07 21-30 |
| spelling |
10.1007/BF03396604 doi (DE-627)SPR033365644 (SPR)BF03396604-e DE-627 ger DE-627 rakwb eng 050 ASE Pramod, V. R. verfasserin aut Modeling the Change by SAP-LAP Hills 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations actor-process metrics (dpeaa)DE-He213 quantification (dpeaa)DE-He213 SAP-LAP (dpeaa)DE-He213 SAP-LAP hills (dpeaa)DE-He213 Banwet, D. K. verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 12(2011), 3-4 vom: Juli, Seite 21-30 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:12 year:2011 number:3-4 month:07 pages:21-30 https://dx.doi.org/10.1007/BF03396604 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 12 2011 3-4 07 21-30 |
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10.1007/BF03396604 doi (DE-627)SPR033365644 (SPR)BF03396604-e DE-627 ger DE-627 rakwb eng 050 ASE Pramod, V. R. verfasserin aut Modeling the Change by SAP-LAP Hills 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations actor-process metrics (dpeaa)DE-He213 quantification (dpeaa)DE-He213 SAP-LAP (dpeaa)DE-He213 SAP-LAP hills (dpeaa)DE-He213 Banwet, D. K. verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 12(2011), 3-4 vom: Juli, Seite 21-30 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:12 year:2011 number:3-4 month:07 pages:21-30 https://dx.doi.org/10.1007/BF03396604 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 12 2011 3-4 07 21-30 |
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Pramod, V. R. |
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Pramod, V. R. ddc 050 misc actor-process metrics misc quantification misc SAP-LAP misc SAP-LAP hills Modeling the Change by SAP-LAP Hills |
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050 ASE Modeling the Change by SAP-LAP Hills actor-process metrics (dpeaa)DE-He213 quantification (dpeaa)DE-He213 SAP-LAP (dpeaa)DE-He213 SAP-LAP hills (dpeaa)DE-He213 |
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Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations |
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Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations |
| abstract_unstemmed |
Abstract In the current industrial scenario of ever vibrant global competition, industrialists are struggling to adopt newer and better strategies for their survival and long term sustainability. It has observed that by means of adopting an appropriate change management scheme, organizations can improve their core competency. In that direction SAP-LAP is an ideal tooi. Currently phenomenal changes have witnessed in service logistics. This article deals with a case study carried out in an Indian consultancy service sector. SAP-LAP analysis was foliowed by an actor-process matrix. The metrics was quantified using normal scores and prioritized scores. This gave the locations having more intensity of change. Organizations have to learn from previous situations. By locating the key result area it can be recommended to concentrate there and give prime considerations to such situations and how actors have to be behaved and process have to be scheduled in such situations |
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