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        1. TTG Consultants
          TTG Consultants Human Resources Consultants Specializing in  Career Management and Corporate Change
          Organizational Effectiveness and Training

          We offer practical solutions to corporate problems caused by:

        2. Fast Growth
        3. Corporate Restructuring
        4. Loss of Key People
        5. Low Employee Morale
        6. Major Transition
        7. Departmental Conflict
        8. Incompatible Management Style
        9. Resistance to Change

        10. Industry: Health Care

          Client:
          Municipal Hospital (60 Managers)

          Situation:
          Serious communication breakdown between levels of management; potential resignations; diminishing credibility of senior managers.

          Results:
          Open problem-solving dialogue and 13 month action plans between supervisors and hospital management, interdepartmental task force for move into new facilities; no resignations among managers.

        11. Industry: Energy

          Client:
          Oil Refinery (140 managers and supervisors)

          Situation:
          Inadequate refinery productivity; little common management philosophy, language, or skills; excessive mechanical failures and interruptions in operations; union dominated work place atmosphere.

          Results:
          Production increased 75%; refinery mission statement; common management philosophy and language; routine 3-day supervisory workshops designed and conducted by middle management; stewardship and individual performance measured against common key result areas.

        12. Industry: Technology

          Client:
          Software Development Company (75 professionals/managers)

          Situation:
          Software products 3-9 months behind schedule; mediocre product quality; breakdowns in accountability in product planning/development; absence of performance standards; morale problems among professional staffs.

          Results:
          Product planning and tracking advanced by 9 months; interdepartmental coordination teams; overall product manager position; redeployed leadership; frequent joint staff meetings; standards for product courseware and documentation.

        13. Industry: Construction

          Client:
          Construction Management Team (30 members)

          Situation:
          $80 million expansion, relocation, and model change of major automotive facility; high profile project for construction organization of follow-on work; construction activity could not restrict flow of the plant operations; guaranteed maximum of product price; owner changed plans and sequence of construction activity; inadequate handling of change orders; contractor was ready to go to court.

          Results:
          Project completed on time; $3 million estimate under budget prepared by owner; no disruption of on-going operations; reduced construction manager resistance to changes by owner; clarified ambiguities in roles and responsibilities; contractor's fee went up; relationships improved between owner and contractor; mid-level counterparts were making joint decisions; owner established teambuilding as requirement for all future plant design/construction efforts.

        14. Industry: Trade Association

          Client:
          International Professional Association (15 directors & staff)

          Situation:
          Ineffective communication and coordination between staff and Board of Directors; inadequate Board leadership on direction and goals of association; mediocre programs and publications; concern for competition and long-term growth.

          Results:
          Mission statement; 3 year growth plan; 13 month action plans to improve product quality, monitor competition, and increase membership; clarified roles of Directors and staff; greater trust and understanding.

        15. Industry: Financial Services

          Client:
          Financial Services Organization

          Situation:
          $3 billion revenue firm; communication breakdown between Director and Officers about long-term growth; highly competitive business environment; no basis for compensation of Officers against plan.

          Results:
          Common language and measurable goals for next 3 years; mission statement; assessment of competitive strategies; exploit process for evaluation of corporate performance.

        16. Industry: Energy

          Client:
          Oil Refinery (17 members of executive committee)

          Situation:
          Inadequate refinery performance in yields, safety, and shutdowns; little common management direction for the refinery; turf battles; ineffective management meetings; minimal succession and career planning; executives did not know each other as persons.

          Results:
          Increased performance in all areas; increased trust, morale, and collaboration among members; separate policy-making and operational meetings for executive team, refinery mission statement; 5-year goals and targets; redeployed leadership; comprehensive supervisor development program.

        17. Industry: Public Utility

          Client:
          Public Affairs Organization within a Public Utility (45 members)

          Situation:
          New Executive Director; recent organizational audit; demoralized staff; ineffectual image with customers; lack of internal coordination of major projects; turf battles; civil service parameters; inadequate staffing and working conditions.

          Results:
          Mission statement; aggressive outreach program; dramatically improved image; redeployed leadership, reorganized major functions; staff morale improved; collaboration on major projects; cross-training; weekly management committee meetings; staffing level increased by 50%; total staff meetings every three weeks.

        18. Industry: Manufacturing

          Client:
          Toy Company (60 senior managers)

          Situation:
          $3.3 billion revenue firm; highly competitive business environment; manufactures over 3000 SKUs per year; highly functional organization; slowing speed to market; mid-management design team empowered to recommend solutions.

          Results:
          Reorganized key functions into brand divisions with P&L responsibility; decentralized product development and review processes; increased speed and throughput; developed management teamwork at all levels; benchmarked company against 33 others; improved employee morale; pushed decision-making deep into business units.

        19. Back to the Site Map


          4201 Wilshire Blvd; Suite 430 Los Angeles, CA 90010 | Phone: 323/936-6600 or 800/736-8840 | Fax: 323/936-6721 | E-mail: Click here
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