jueves, 12 de noviembre de 2009
sábado, 7 de noviembre de 2009
Corporate Learning Portals by Jay Cross (2003)
Corporate Learning Portals
by Jay Cross
Portal Mania
@Home paid $7 billion for Excite, Yahoo's price/earnings ratio is 485, and AOL is capitalized at more than $100 billion. More than half of the Fortune 2000 say they have or will soon have Enterprise Information Portals. At least thirty start-ups are developing infrastructure to help mass-produce corporate portals. The Delphi Group and other researchers tell us we haven't seen anything yet. Portal Mania is sweeping the Internet Economy. So where are we with "learning portals?"
Just as a boom in pornographic videos fostered the explosive growth of the VCRs that training departments use to train their people, so the hypergrowth of the "portal industry" offers outsize benefits to corporate learning and knowledge management efforts.
To delve into the question of what the ideal learning portal will look like, we joined two hundred and fifty people for a two-day seminar entitled "Corporate Portals: The Next Generation of Desktop Computing" in June 1999 at the Fairmont Hotel in San Francisco.
On day one, The Delphi Group's president, Tom Koulopoulos, walked, make that ran, us through seven hours of portal purposes, models, and trends. The second day, vendors Plumtree, SageMaker, and Glyphica demonstrated their portal systems; a dozen other vendors3 gave tabletop demos; and Tom finished with a discussion of the future of corporate portals.
Whenever Tom brought up a new concept or opinion, we asked ourselves, "How could this benefit corporate learning?"
The Delphi Group defines corporate portal as a "single point of access for the pooling, interaction, and distribution of organizational knowledge." So let's start by assuming that learning portal is a single window into all corporate learning from a five-second hint to a one-hour course or even referral to an in-house expert. The ideal learning portal is a single interface to all media, all courseware, all learning resources, all mentors and coaches, inside or outside the corporate firewall - total platform independence.
--------------------------------------------------------------------------------
The Learning Portal
The learning portal is the employee's universal learning interface; it's intelligent in that it knows what you know, what skills you're certified for, what experiences you've had and mastered, your preferred learning style.
In the slower, pre-Internet era, corporations managed operations with monthly and quarterly reports. Periodic reports in rigid format don't provide answers when new business initiatives may rise or collapse in a manner of weeks and yesterday's yardsticks no longer measure what has only recently become important. Corporate portals respond by supplementing fixed reports with what-if querying capability. Similarly, lengthy classroom training, fixed training curricula, and traditional management training don't meet the needs of employees seeking to answer questions that have never been asked before. Learning portals must provide learning on demand. "Pull" experiences will replace "push" courseware.
--------------------------------------------------------------------------------
Old way = PUSH = Training, classrooms, teachers
New way = PULL = Learning, networks, guides
-------------------------------------------------------------------------------
Delphi Group characterizes portals along the dimensions of breadth of content and breadth of community. While the seminar focused almost entirely on the upper left quadrant, "corcasting" (ooof), the other quadrants can spark ideas for learning servers. Where would you place, say, canned celebrity seminars on generic topics, e.g. Mel Gibson on Reengineering or Dolly Parton on Crossing the Chasm..
Public portals, the Yahoos and Excites, have sprouted "personalized" versions, for example MyYahoo and MyExcite. Their personalization consists of changing the color scheme, receiving the local weather forecast, and checking off which data feeds one wants to see. A useful corporate portal must go far beyond these cosmetic changes. The ideal is to personalize every aspect of the portal - its organization, navigation, visualization, and interaction heuristics.
A tailored learning portal would present one interface to a visual learner, another to an auditory learner, and yet another to a kinesthetic learner. As a learner gained experience, frequently selected options would replace initial default choices. A marketer would see a different screen and different flows of data than an accountant. You get the idea - the more individualized the portal, the greater its impact.
Portals should be portable. While my interface may look entirely different than that of my neighbor, the door to my portal should look the same no matter where I'm coming in from. The subtitle of this seminar, "The Next Generation of Desktop Computing," perpetuates a dated metaphor of fixed location. I may interact with my learning portal while driving my car, taking the subway, or getting some rays at the beach.
Last week I attended the inaugural meeting of the San Francisco Chapter of the Knowledge Management Consortium International. The folks at that meeting put Knowledge Management at the center of the universe; a portal is merely one way to get at the results. At the Delphi Group seminar, the term "corporate portal" embraces not only the viewer but also virtually everything that appears on the screen. The tail wags the dog. When talking about Learning Portals, just be sure that you agree on what's the tail and what's the dog. Otherwise, you'll be in for a very confusing conversation.
Will the learning portal be a separate standalone application? I think not. For one thing, the digital revolution enables learning and work to converge. For another, one of the major benefits of the corporate portal is bringing all information into a single, consistent, easily used interface. The learning server will occupy a corner of the corporate portal real estate.
Benefits of a learning portal
Accelerates learning, less holdup between learning and action, puts downtime to good use
Leverages best practice knowledge enterprisewide
Provide access to all learning opportunities and advice from one place
Single-source of learning for all functions (esp. important for multi-project workers)
Provides home base for communities of practice
Integrates disparate functions, dissolves cognitive boundaries between different functions.
Moves learning to the learner
Facilitates "home schooling"
Resides prominently or the learner's desktop
Links learner directly to business
In the past, a training department could maintain a useful course catalogue on the corporate intranet with a clerk and a copy of Microsoft Front Page. Those days are gone. Providing learners with a self-service cafeteria of fine-grained learning objects requires "metaknowledge," i.e. information about all aspects of each discrete piece of learning. Learners - or the software agents of learners - can troll this metaknowledge to pinpoint the best learning options for the individual and context. Manipulating metaknowledge about thousands of learning objects automatically assumes a set of common descriptive terms, a "taxonomy." It's never too early to begin laying this foundation. (For more on learning standards, see Learnativity. That's where Autodesk's visionary Wayne Hodgins posts white papers and the latest scoop on the training standards scene.)
While most of the talk at the seminar focused on the needs of employees, corporate portals can build stronger relationships with all stakeholders. The same holds true for learning portals. The more the corporation helps customers learn to interact with it, the more loyal they become. Like customers who pump their own gas, "training" the customer enables them to do the work that employees once did. The same holds true for suppliers. Isn't it logical to facilitate suppliers' learning of the corporation's activities and attitudes, processes and policies, success stories and breadth of activity?
Recent news releases have touted the release of a "corporate portal in a box." Plug it in and off you go. What you get is about what you'd expect:. sub optimal. I talked with a dozen corporate portal vendors. None of them have a learning portal strategy. In fact, few have a portal product at all. Some offer little more than a custom links page. One does nothing but sift documents to prepare corporate yellow pages - which then must be checked by each individual before they can be used. Other vendors provide a fancy link-checker, a presentation manager for subscriptions, a spider that indexes all corporate documents and email into an enormous corporate Yahoo, several document trackers, various intranet front-ends, and what was once called EIS (executive information services). Several vendors pride themselves on jamming everything onto one crowded page. Better to be legible than to assume people won't/can't turn the page. (Here's a list of the vendors in giving demos at the seminar.)
Collaborative filtering - suggesting content that people like me found valuable - will certainly become ingrained in the selection of business intelligence and learning exercises. Sad to say, most of the corporate portal vendors implement a poor man's version, for instance comparing my search criteria to those of others (suggesting we might want to talk).
-------------------------------------------------------------------------------
What's ahead?
Today corporate portals publish information; in the future they'll run processes; eventually they'll intelligently filter information, and run my algorithms. I envision two fat-cat business people leaving the Pacific Union Club after consummating a major agreement. "I'll have my portals call your portals."
Expect a boom in vertical portals. Vertical learning portals should really shine. Portals will link directly to ERP and CRM systems. Both corporate and learning portals will help make the workplace more self-service, process-centric, reflective, and message-based. Process will subtly take over from information, messaging from programming.
Tom Koulopoulos wrapped up the two days with his vision of the "Time Portal." This individualized portal maintains a historical record. When Sam is hired to fill the job Charlie was holding down until he quit, he can peruse freeze-frame images of Charlie's tailored portal from, say, six months ago, when Charlie cut that big deal.
--------------------------------------------------------------------------------
What's the bottom line on learning portals?
They're not here yet. Nonetheless, many of the promises of future learning portals can be implemented on today's intranets. Astute corporations will pick and choose and implement aspects of learning portals incrementally. As work and learning converge within the corporation, portals bring them together under the same roof.
Portals are sexy. They're web. They're in. Executives can understand that an Internet without portals is about as useful as a library that's pitch dark. An in-house Yahoo! That's great positioning. Were I trying to bring my corporation's learning into the 21st century, I'd be tempted to call anything my team was developing a "learning portal." As the years go by, you learn what sells.
--------------------------------------------------------------------------------
Vendors that exhibited: Autonomy, Corechange, Integrated Solutions Magazine, DataChannel, Glyphica, Hyperwave, Intelligent Enterprise, IntraNet Solutions, Intraspect Software, Knowledge Management Magazine, KnowledgeTrack, Orbital Software, Plumtree, Powerize, Radnet, Sagemaker, Semio, Sqribe, TopTier, Verge.
by Jay Cross
Portal Mania
@Home paid $7 billion for Excite, Yahoo's price/earnings ratio is 485, and AOL is capitalized at more than $100 billion. More than half of the Fortune 2000 say they have or will soon have Enterprise Information Portals. At least thirty start-ups are developing infrastructure to help mass-produce corporate portals. The Delphi Group and other researchers tell us we haven't seen anything yet. Portal Mania is sweeping the Internet Economy. So where are we with "learning portals?"
Just as a boom in pornographic videos fostered the explosive growth of the VCRs that training departments use to train their people, so the hypergrowth of the "portal industry" offers outsize benefits to corporate learning and knowledge management efforts.
To delve into the question of what the ideal learning portal will look like, we joined two hundred and fifty people for a two-day seminar entitled "Corporate Portals: The Next Generation of Desktop Computing" in June 1999 at the Fairmont Hotel in San Francisco.
On day one, The Delphi Group's president, Tom Koulopoulos, walked, make that ran, us through seven hours of portal purposes, models, and trends. The second day, vendors Plumtree, SageMaker, and Glyphica demonstrated their portal systems; a dozen other vendors3 gave tabletop demos; and Tom finished with a discussion of the future of corporate portals.
Whenever Tom brought up a new concept or opinion, we asked ourselves, "How could this benefit corporate learning?"
The Delphi Group defines corporate portal as a "single point of access for the pooling, interaction, and distribution of organizational knowledge." So let's start by assuming that learning portal is a single window into all corporate learning from a five-second hint to a one-hour course or even referral to an in-house expert. The ideal learning portal is a single interface to all media, all courseware, all learning resources, all mentors and coaches, inside or outside the corporate firewall - total platform independence.
--------------------------------------------------------------------------------
The Learning Portal
The learning portal is the employee's universal learning interface; it's intelligent in that it knows what you know, what skills you're certified for, what experiences you've had and mastered, your preferred learning style.
In the slower, pre-Internet era, corporations managed operations with monthly and quarterly reports. Periodic reports in rigid format don't provide answers when new business initiatives may rise or collapse in a manner of weeks and yesterday's yardsticks no longer measure what has only recently become important. Corporate portals respond by supplementing fixed reports with what-if querying capability. Similarly, lengthy classroom training, fixed training curricula, and traditional management training don't meet the needs of employees seeking to answer questions that have never been asked before. Learning portals must provide learning on demand. "Pull" experiences will replace "push" courseware.
--------------------------------------------------------------------------------
Old way = PUSH = Training, classrooms, teachers
New way = PULL = Learning, networks, guides
-------------------------------------------------------------------------------
Delphi Group characterizes portals along the dimensions of breadth of content and breadth of community. While the seminar focused almost entirely on the upper left quadrant, "corcasting" (ooof), the other quadrants can spark ideas for learning servers. Where would you place, say, canned celebrity seminars on generic topics, e.g. Mel Gibson on Reengineering or Dolly Parton on Crossing the Chasm..
Public portals, the Yahoos and Excites, have sprouted "personalized" versions, for example MyYahoo and MyExcite. Their personalization consists of changing the color scheme, receiving the local weather forecast, and checking off which data feeds one wants to see. A useful corporate portal must go far beyond these cosmetic changes. The ideal is to personalize every aspect of the portal - its organization, navigation, visualization, and interaction heuristics.
A tailored learning portal would present one interface to a visual learner, another to an auditory learner, and yet another to a kinesthetic learner. As a learner gained experience, frequently selected options would replace initial default choices. A marketer would see a different screen and different flows of data than an accountant. You get the idea - the more individualized the portal, the greater its impact.
Portals should be portable. While my interface may look entirely different than that of my neighbor, the door to my portal should look the same no matter where I'm coming in from. The subtitle of this seminar, "The Next Generation of Desktop Computing," perpetuates a dated metaphor of fixed location. I may interact with my learning portal while driving my car, taking the subway, or getting some rays at the beach.
Last week I attended the inaugural meeting of the San Francisco Chapter of the Knowledge Management Consortium International. The folks at that meeting put Knowledge Management at the center of the universe; a portal is merely one way to get at the results. At the Delphi Group seminar, the term "corporate portal" embraces not only the viewer but also virtually everything that appears on the screen. The tail wags the dog. When talking about Learning Portals, just be sure that you agree on what's the tail and what's the dog. Otherwise, you'll be in for a very confusing conversation.
Will the learning portal be a separate standalone application? I think not. For one thing, the digital revolution enables learning and work to converge. For another, one of the major benefits of the corporate portal is bringing all information into a single, consistent, easily used interface. The learning server will occupy a corner of the corporate portal real estate.
Benefits of a learning portal
Accelerates learning, less holdup between learning and action, puts downtime to good use
Leverages best practice knowledge enterprisewide
Provide access to all learning opportunities and advice from one place
Single-source of learning for all functions (esp. important for multi-project workers)
Provides home base for communities of practice
Integrates disparate functions, dissolves cognitive boundaries between different functions.
Moves learning to the learner
Facilitates "home schooling"
Resides prominently or the learner's desktop
Links learner directly to business
In the past, a training department could maintain a useful course catalogue on the corporate intranet with a clerk and a copy of Microsoft Front Page. Those days are gone. Providing learners with a self-service cafeteria of fine-grained learning objects requires "metaknowledge," i.e. information about all aspects of each discrete piece of learning. Learners - or the software agents of learners - can troll this metaknowledge to pinpoint the best learning options for the individual and context. Manipulating metaknowledge about thousands of learning objects automatically assumes a set of common descriptive terms, a "taxonomy." It's never too early to begin laying this foundation. (For more on learning standards, see Learnativity. That's where Autodesk's visionary Wayne Hodgins posts white papers and the latest scoop on the training standards scene.)
While most of the talk at the seminar focused on the needs of employees, corporate portals can build stronger relationships with all stakeholders. The same holds true for learning portals. The more the corporation helps customers learn to interact with it, the more loyal they become. Like customers who pump their own gas, "training" the customer enables them to do the work that employees once did. The same holds true for suppliers. Isn't it logical to facilitate suppliers' learning of the corporation's activities and attitudes, processes and policies, success stories and breadth of activity?
Recent news releases have touted the release of a "corporate portal in a box." Plug it in and off you go. What you get is about what you'd expect:. sub optimal. I talked with a dozen corporate portal vendors. None of them have a learning portal strategy. In fact, few have a portal product at all. Some offer little more than a custom links page. One does nothing but sift documents to prepare corporate yellow pages - which then must be checked by each individual before they can be used. Other vendors provide a fancy link-checker, a presentation manager for subscriptions, a spider that indexes all corporate documents and email into an enormous corporate Yahoo, several document trackers, various intranet front-ends, and what was once called EIS (executive information services). Several vendors pride themselves on jamming everything onto one crowded page. Better to be legible than to assume people won't/can't turn the page. (Here's a list of the vendors in giving demos at the seminar.)
Collaborative filtering - suggesting content that people like me found valuable - will certainly become ingrained in the selection of business intelligence and learning exercises. Sad to say, most of the corporate portal vendors implement a poor man's version, for instance comparing my search criteria to those of others (suggesting we might want to talk).
-------------------------------------------------------------------------------
What's ahead?
Today corporate portals publish information; in the future they'll run processes; eventually they'll intelligently filter information, and run my algorithms. I envision two fat-cat business people leaving the Pacific Union Club after consummating a major agreement. "I'll have my portals call your portals."
Expect a boom in vertical portals. Vertical learning portals should really shine. Portals will link directly to ERP and CRM systems. Both corporate and learning portals will help make the workplace more self-service, process-centric, reflective, and message-based. Process will subtly take over from information, messaging from programming.
Tom Koulopoulos wrapped up the two days with his vision of the "Time Portal." This individualized portal maintains a historical record. When Sam is hired to fill the job Charlie was holding down until he quit, he can peruse freeze-frame images of Charlie's tailored portal from, say, six months ago, when Charlie cut that big deal.
--------------------------------------------------------------------------------
What's the bottom line on learning portals?
They're not here yet. Nonetheless, many of the promises of future learning portals can be implemented on today's intranets. Astute corporations will pick and choose and implement aspects of learning portals incrementally. As work and learning converge within the corporation, portals bring them together under the same roof.
Portals are sexy. They're web. They're in. Executives can understand that an Internet without portals is about as useful as a library that's pitch dark. An in-house Yahoo! That's great positioning. Were I trying to bring my corporation's learning into the 21st century, I'd be tempted to call anything my team was developing a "learning portal." As the years go by, you learn what sells.
--------------------------------------------------------------------------------
Vendors that exhibited: Autonomy, Corechange, Integrated Solutions Magazine, DataChannel, Glyphica, Hyperwave, Intelligent Enterprise, IntraNet Solutions, Intraspect Software, Knowledge Management Magazine, KnowledgeTrack, Orbital Software, Plumtree, Powerize, Radnet, Sagemaker, Semio, Sqribe, TopTier, Verge.
martes, 3 de noviembre de 2009
miércoles, 14 de octubre de 2009
HRSG Performance Management System
http://www1.hrsg.ca/?q=wiki/performance
Performance
Performance
Submitted by trevor on 3 May 2009
Introduction to Performance Management
What is Performance Management?
Performance management is a cycle of managing employee performance for success where goals are created, competencies are incorporated and constructive feedback is provided for continuous improvement.
The Performance Management System is designed to assist management and employees alike in communicating performance goals, sharing performance information on a regular basis, fostering learning and development, and exploring career opportunities.
Objectives of a Performance Management System (PMS)
To create a high-performance organization
To establish a clear link between organizational and individual objectives
To encourage ongoing communication through coaching and meaningful feedback to employees
To encourage discussion and development of competencies
To recognize and manage performance
To validate selection techniques
Potential Uses for the Results of a PMS
Determine training and development for a current or future job
Provide input into staffing and promotion decisions
Recognize exemplary performance and accomplishments
Develop action plans to remedy deficient performance
Review of Research and Best Practices on Performance Appraisal
Recent Research Findings
There is a growing interest among researchers in examining the social-psychological context of performance management systems:
1. The importance of employees' reactions to the appraisal rather than accuracy as a criterion to evaluate performance appraisal systems
There are reasons to believe that employee reactions are complementary indicators of the overall viability of a PMS together with rater error measures. No matter how sophisticated the PMS, if employees and managers do not buy into it, its effectiveness will be limited.
2. How the relationship between the supervisor and subordinate affects performance appraisal
Research is confirming the common knowledge that employees who have a good relationship with their supervisor are likely to obtain high ratings regardless of objective performance indicators. What research is not saying is how subjective performance indicators, some of which are important to the success of the organization, are affected by the supervisor-subordinate relationship.
3. The role of organizational politics in the appraisal process
Organizational politics, the deliberate attempt to enhance or protect self-interests when conflicting courses of action are possible, help shape the context in which the PMS operates. Managers are likely to "send messages" to their subordinates, peers and supervisors. Employees are likely to engage in impression management strategies. Regardless, research shows that conscientious individuals get better ratings regardless of the level of perceived politics in their organization.
4. The importance of trust in the appraisal process
Trust in the PMS is the extent to which people managers believe that fair and accurate appraisals are made in their organization. If a people manager inflates his subordinates' ratings, the other managers are more likely to do the same. Also, a PMS that is well received by employees appears to affect trust of top management.
5. The use of multiple feedback sources rather than just the supervisor's feedback in the appraisal process
This type of PMS has become increasingly popular as the traditional top-down system became inconsistent with the more participative management style of the late 20th century. In addition, the consistent importance of work teams, the shift to a knowledge economy and the emergence of flexible work arrangements will favor multi-rater feedback as job performance and its products become increasingly difficult to evaluate for the supervisor alone.
6. The importance of employee participation and knowledge of the system
Research shows that the more the employees participate in the PMS (e.g. performing a self-assessment, voicing their concerns during the appraisal session), the better the satisfaction with the system and the higher the motivation to improve. Research also suggests that the more an employee knows about the PMS, and the clearer the system, the more likely the employee's self-assessment will mirror the supervisor's.
Implications
Whether the employees know and accept the PMS, and whether the supervisor can deliver constructive and socially acceptable feedback, can be as important in the success of the PMS as its accuracy. It is also often desirable to collect feedback from other stakeholders beyond the supervisor (including the employee him/herself) in evaluating an employee's performance.
To the extent possible, the system should strive to evaluate performance based on known and mutually agreed to standards identified in advance. The evaluations should be behaviour-based and eliminate subjective perceptions.
Finally, one of the most important motivators for performance is constructive feedback given on a continuous basis.
Discussion on a Well-defined Performance Management System
Advantages
Accountability / training
Applies across organization
Defensible
Describes WHAT and HOW
Enables 2 way feedback
Enables and rewards good behaviours
Establishes regular reviews
Facilitates communication
Fair and unbiased
Identifies gaps for development
Lets employees know how they are contributing
Links performance goals and business objectives
Links performance to strategies and objectives
Makes managers more comfortable in uncomfortable situations
Process is established
Replicable for many people in same role
Sets out clear expectations for employees and supervisors
Structured/constructive
Support system
Valid
Tools
Coaching managers on difficult conversations
Coaching managers to handle confrontational situations
Have employee involved in setting objectives
i-SkillSuite
Sample audit to confirm process
Success stories
Templates
Top down approach - cascading goals
Barriers
Lack of buy in
Lack of training
Lack of understanding by employees and managers
No clear line between competencies and objectives
Pay for Performance
Performance
Performance
Submitted by trevor on 3 May 2009
Introduction to Performance Management
What is Performance Management?
Performance management is a cycle of managing employee performance for success where goals are created, competencies are incorporated and constructive feedback is provided for continuous improvement.
The Performance Management System is designed to assist management and employees alike in communicating performance goals, sharing performance information on a regular basis, fostering learning and development, and exploring career opportunities.
Objectives of a Performance Management System (PMS)
To create a high-performance organization
To establish a clear link between organizational and individual objectives
To encourage ongoing communication through coaching and meaningful feedback to employees
To encourage discussion and development of competencies
To recognize and manage performance
To validate selection techniques
Potential Uses for the Results of a PMS
Determine training and development for a current or future job
Provide input into staffing and promotion decisions
Recognize exemplary performance and accomplishments
Develop action plans to remedy deficient performance
Review of Research and Best Practices on Performance Appraisal
Recent Research Findings
There is a growing interest among researchers in examining the social-psychological context of performance management systems:
1. The importance of employees' reactions to the appraisal rather than accuracy as a criterion to evaluate performance appraisal systems
There are reasons to believe that employee reactions are complementary indicators of the overall viability of a PMS together with rater error measures. No matter how sophisticated the PMS, if employees and managers do not buy into it, its effectiveness will be limited.
2. How the relationship between the supervisor and subordinate affects performance appraisal
Research is confirming the common knowledge that employees who have a good relationship with their supervisor are likely to obtain high ratings regardless of objective performance indicators. What research is not saying is how subjective performance indicators, some of which are important to the success of the organization, are affected by the supervisor-subordinate relationship.
3. The role of organizational politics in the appraisal process
Organizational politics, the deliberate attempt to enhance or protect self-interests when conflicting courses of action are possible, help shape the context in which the PMS operates. Managers are likely to "send messages" to their subordinates, peers and supervisors. Employees are likely to engage in impression management strategies. Regardless, research shows that conscientious individuals get better ratings regardless of the level of perceived politics in their organization.
4. The importance of trust in the appraisal process
Trust in the PMS is the extent to which people managers believe that fair and accurate appraisals are made in their organization. If a people manager inflates his subordinates' ratings, the other managers are more likely to do the same. Also, a PMS that is well received by employees appears to affect trust of top management.
5. The use of multiple feedback sources rather than just the supervisor's feedback in the appraisal process
This type of PMS has become increasingly popular as the traditional top-down system became inconsistent with the more participative management style of the late 20th century. In addition, the consistent importance of work teams, the shift to a knowledge economy and the emergence of flexible work arrangements will favor multi-rater feedback as job performance and its products become increasingly difficult to evaluate for the supervisor alone.
6. The importance of employee participation and knowledge of the system
Research shows that the more the employees participate in the PMS (e.g. performing a self-assessment, voicing their concerns during the appraisal session), the better the satisfaction with the system and the higher the motivation to improve. Research also suggests that the more an employee knows about the PMS, and the clearer the system, the more likely the employee's self-assessment will mirror the supervisor's.
Implications
Whether the employees know and accept the PMS, and whether the supervisor can deliver constructive and socially acceptable feedback, can be as important in the success of the PMS as its accuracy. It is also often desirable to collect feedback from other stakeholders beyond the supervisor (including the employee him/herself) in evaluating an employee's performance.
To the extent possible, the system should strive to evaluate performance based on known and mutually agreed to standards identified in advance. The evaluations should be behaviour-based and eliminate subjective perceptions.
Finally, one of the most important motivators for performance is constructive feedback given on a continuous basis.
Discussion on a Well-defined Performance Management System
Advantages
Accountability / training
Applies across organization
Defensible
Describes WHAT and HOW
Enables 2 way feedback
Enables and rewards good behaviours
Establishes regular reviews
Facilitates communication
Fair and unbiased
Identifies gaps for development
Lets employees know how they are contributing
Links performance goals and business objectives
Links performance to strategies and objectives
Makes managers more comfortable in uncomfortable situations
Process is established
Replicable for many people in same role
Sets out clear expectations for employees and supervisors
Structured/constructive
Support system
Valid
Tools
Coaching managers on difficult conversations
Coaching managers to handle confrontational situations
Have employee involved in setting objectives
i-SkillSuite
Sample audit to confirm process
Success stories
Templates
Top down approach - cascading goals
Barriers
Lack of buy in
Lack of training
Lack of understanding by employees and managers
No clear line between competencies and objectives
Pay for Performance
martes, 13 de octubre de 2009
Steve Parrys Reviews
http://www.amazon.com/gp/cdp/member-reviews/ADEQE5VVMEK7L/ref=cm_pdp_rev_all?ie=UTF8&sort_by=MostRecentReview
Organization Development and Change
http://www.amazon.com/Organization-Development-InfoTrac-College-Printed/dp/0324421389/ref=sr_1_2?ie=UTF8&s=books&qid=1255401219&sr=8-2
Product Description
Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 9th Edition blends theory, concepts and applications in a comprehensive and clear presentation. The authors work from a strong theoretical foothold and apply behavioral science knowledge to the development of organizational structures, strategies, and processes.
About the Author
Thomas G. Cummings, professor, chair of the Department of Management and Organization, and executive director of the Leadership Institute, received his B.S. and MBA from Cornell University, and his Ph.D. in socio-technical systems from the University of California at Los Angeles. He was previously on the faculty at Case-Western Reserve University. He has authored 13 books, written over 40 scholarly articles, and given numerous invited papers at national and international conferences. He is associate editor of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, and former editor-in-chief of the JOURNAL OF MANAGEMENT INQUIRY, chairman of the Organizational Development and Change division of the Academy of Management, and president of the Western Academy of Management. His major research and consulting interests include designing high-performing organizations and strategic change management. He has conducted several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia.
Dr. Christopher G. Worley holds a joint appointment as a research scientist at the Center for Effective Organizations at the University of Southern California's Marshall School of Business and as an associate professor at Pepperdine University. He is the former director of the Master of Science in Organization program at Pepperdine University, where he was awarded the Harriet and Charles Luckman Distinguished Teaching Fellowship between 1995 and 2000. Dr. Worley also has taught undergraduate and graduate courses at the University of San Diego, University of Southern California, and Colorado State University. He was chair of the Academy of Management's Organization Development and Change Division. Dr. Worley received his Ph.D. in strategic management from the University of Southern California, an M.S. in organization development from Pepperdine University, an M.S. in environmental psychology from Colorado State University, and a B.S. from Westminster College. He is a member of the Strategic Management Society, the Academy of Management, NTL, and the Organization Development Network. He lives with his wife and three children in San Juan Capistrano, California.
1 of 1 people found the following review helpful:
The best you can get, January 11, 2009
By Stephen Parry "Author of Sense and Respond" (Lean Service Transformation Designer London) - See all my reviews
Having read hundreds of books on organisational development I have to say this is the best. It is true to say that this book has never been far from my side over the last nine years. It covers the wide range of activities required to transform organisations, providing intervention theory, diagnosis, learning and development structure design etc. This single work has informed 70% of my thinking towards change management. I cannot rate this book highly enough, its the most important book in my collection and has informed most of the change management work I have conducted. It does take quite a bit of study and even more practice. I want to thank Cummings and Worley for producing this book, it has changed the course of my career. Help other customers find the most helpful reviews
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Positive Experience, October 19, 2008
By B. Brown (San Antonio, TX) - See all my reviews
Book was delivered at the earliest of the estimated ten-day range and is in excellent condition as advertised. I'd purchase from this source again without hesitation. Help other customers find the most helpful reviews
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Comment
Good seller, September 15, 2008
By Timothy S. Grizzle (Los Angeles) - See all my reviews
Assigned book for my graduate classes @ Peru State College. Covers fundamentals of Organizational Development, with numerous real-world cases for review and disection.
Help other customers find the most helpful reviews
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Excellent!!!, August 29, 2008
By Jessica Diaz (Florida) - See all my reviews
It was in great condition. The book was a hell of a lot cheaper than if I bought it at school. I was amazed that I could also pay by check. I am disappointed though that now Amazon will not accept checks any more. I was really looking forward to using them again for purchasing the rest of my books. But the book was impecable =) Help other customers find the most helpful reviews
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Very Pleased, August 25, 2008
By doniwat - See all my reviews
The book arrived quickly and in great shape - just as advertised. Very easy transaction. Thank you! Help other customers find the most helpful reviews
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Comment
1 of 2 people found the following review helpful:
Organization Development and Change Review, July 7, 2008
By K. Roby - See all my reviews
This review is from: Organization Development and Change (Hardcover)
I couldn't believe how quickly I received my book! I order these for class and sometimes I'm a little leary about placing an order because I had a bad experience once. Thank goodness that was not the case this time. Thank you. Help other customers find the most helpful reviews
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Comment
12 of 31 people found the following review helpful:
Review of Org Development & Change, October 3, 2005
By J. M. Wheelock Centola "75% of an MBA" (Rochester, NY) - See all my reviews
This review is from: Organization Development and Change (Hardcover)
This is a graduate text book that is long-winded, overly-wordy self-serving brochure for why we should all become Organizational Development Practitioners. The authors spend the first three chapters justifying the existence of the profession as if they were insecure about their relevance in the corporate world. It prattles on about how OD professionals work in teams and how they should structure their own private contracts. It even whines that being an OD practitioner is stressful. Find me a professional job that isn't stressful. Help other customers find the most helpful reviews
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Comment (1)
20 of 21 people found the following review helpful:
Highly structured analysis of OD. , April 15, 2005
By Khaled Ahmadain (Egypt, Cairo..MBA (NYIT), CHRM (Columbia Southern)) - See all my reviews
This review is from: Organization Development and Change (Hardcover)
Cummings OD book is perfectly designed to approach and delve into the field of OD smoothly and profoundly. Its first three chapters provide an excellent introduction to OD and how it is differentiated from overlapping organizational dynamics, primarily change management and organizational change. I respected this text's strategic analysis of the OD interventions and the pragmatic models of their implementation. Although developing business organizations sounds theoritical in its conceptual or abstract sense, this text gives you reasonable and sensible tools that help convert the OD theory to a tangible reality. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
2 of 3 people found the following review helpful:
I agree, November 2, 2003
By Larry Clifton (Charlotte, NC) - See all my reviews
This review is from: Organization Development & Change With Infotrac (Hardcover)
I agree with some of the other reviewers who recommended "real world" books by Beitler, Schein, Kotter, and other authors. Cummings and Worley's work is only helpful if you are an academic trying to understand the real world. Help other customers find the most helpful reviews
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Comment
3 of 5 people found the following review helpful:
The Worst Book on OD, August 28, 2003
By A Customer
This review is from: Organization Development & Change With Infotrac (Hardcover)
I am an enthuastic OD practitioner who loves the field of OD. I am amazed at how two academics could present OD as boring and lifeless.
Product Description
Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 9th Edition blends theory, concepts and applications in a comprehensive and clear presentation. The authors work from a strong theoretical foothold and apply behavioral science knowledge to the development of organizational structures, strategies, and processes.
About the Author
Thomas G. Cummings, professor, chair of the Department of Management and Organization, and executive director of the Leadership Institute, received his B.S. and MBA from Cornell University, and his Ph.D. in socio-technical systems from the University of California at Los Angeles. He was previously on the faculty at Case-Western Reserve University. He has authored 13 books, written over 40 scholarly articles, and given numerous invited papers at national and international conferences. He is associate editor of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, and former editor-in-chief of the JOURNAL OF MANAGEMENT INQUIRY, chairman of the Organizational Development and Change division of the Academy of Management, and president of the Western Academy of Management. His major research and consulting interests include designing high-performing organizations and strategic change management. He has conducted several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia.
Dr. Christopher G. Worley holds a joint appointment as a research scientist at the Center for Effective Organizations at the University of Southern California's Marshall School of Business and as an associate professor at Pepperdine University. He is the former director of the Master of Science in Organization program at Pepperdine University, where he was awarded the Harriet and Charles Luckman Distinguished Teaching Fellowship between 1995 and 2000. Dr. Worley also has taught undergraduate and graduate courses at the University of San Diego, University of Southern California, and Colorado State University. He was chair of the Academy of Management's Organization Development and Change Division. Dr. Worley received his Ph.D. in strategic management from the University of Southern California, an M.S. in organization development from Pepperdine University, an M.S. in environmental psychology from Colorado State University, and a B.S. from Westminster College. He is a member of the Strategic Management Society, the Academy of Management, NTL, and the Organization Development Network. He lives with his wife and three children in San Juan Capistrano, California.
1 of 1 people found the following review helpful:
The best you can get, January 11, 2009
By Stephen Parry "Author of Sense and Respond" (Lean Service Transformation Designer London) - See all my reviews
Having read hundreds of books on organisational development I have to say this is the best. It is true to say that this book has never been far from my side over the last nine years. It covers the wide range of activities required to transform organisations, providing intervention theory, diagnosis, learning and development structure design etc. This single work has informed 70% of my thinking towards change management. I cannot rate this book highly enough, its the most important book in my collection and has informed most of the change management work I have conducted. It does take quite a bit of study and even more practice. I want to thank Cummings and Worley for producing this book, it has changed the course of my career. Help other customers find the most helpful reviews
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Comment
Positive Experience, October 19, 2008
By B. Brown (San Antonio, TX) - See all my reviews
Book was delivered at the earliest of the estimated ten-day range and is in excellent condition as advertised. I'd purchase from this source again without hesitation. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
Good seller, September 15, 2008
By Timothy S. Grizzle (Los Angeles) - See all my reviews
Assigned book for my graduate classes @ Peru State College. Covers fundamentals of Organizational Development, with numerous real-world cases for review and disection.
Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
Excellent!!!, August 29, 2008
By Jessica Diaz (Florida) - See all my reviews
It was in great condition. The book was a hell of a lot cheaper than if I bought it at school. I was amazed that I could also pay by check. I am disappointed though that now Amazon will not accept checks any more. I was really looking forward to using them again for purchasing the rest of my books. But the book was impecable =) Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
Very Pleased, August 25, 2008
By doniwat - See all my reviews
The book arrived quickly and in great shape - just as advertised. Very easy transaction. Thank you! Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
1 of 2 people found the following review helpful:
Organization Development and Change Review, July 7, 2008
By K. Roby - See all my reviews
This review is from: Organization Development and Change (Hardcover)
I couldn't believe how quickly I received my book! I order these for class and sometimes I'm a little leary about placing an order because I had a bad experience once. Thank goodness that was not the case this time. Thank you. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
12 of 31 people found the following review helpful:
Review of Org Development & Change, October 3, 2005
By J. M. Wheelock Centola "75% of an MBA" (Rochester, NY) - See all my reviews
This review is from: Organization Development and Change (Hardcover)
This is a graduate text book that is long-winded, overly-wordy self-serving brochure for why we should all become Organizational Development Practitioners. The authors spend the first three chapters justifying the existence of the profession as if they were insecure about their relevance in the corporate world. It prattles on about how OD professionals work in teams and how they should structure their own private contracts. It even whines that being an OD practitioner is stressful. Find me a professional job that isn't stressful. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment (1)
20 of 21 people found the following review helpful:
Highly structured analysis of OD. , April 15, 2005
By Khaled Ahmadain (Egypt, Cairo..MBA (NYIT), CHRM (Columbia Southern)) - See all my reviews
This review is from: Organization Development and Change (Hardcover)
Cummings OD book is perfectly designed to approach and delve into the field of OD smoothly and profoundly. Its first three chapters provide an excellent introduction to OD and how it is differentiated from overlapping organizational dynamics, primarily change management and organizational change. I respected this text's strategic analysis of the OD interventions and the pragmatic models of their implementation. Although developing business organizations sounds theoritical in its conceptual or abstract sense, this text gives you reasonable and sensible tools that help convert the OD theory to a tangible reality. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
2 of 3 people found the following review helpful:
I agree, November 2, 2003
By Larry Clifton (Charlotte, NC) - See all my reviews
This review is from: Organization Development & Change With Infotrac (Hardcover)
I agree with some of the other reviewers who recommended "real world" books by Beitler, Schein, Kotter, and other authors. Cummings and Worley's work is only helpful if you are an academic trying to understand the real world. Help other customers find the most helpful reviews
Was this review helpful to you? Report this | Permalink
Comment
3 of 5 people found the following review helpful:
The Worst Book on OD, August 28, 2003
By A Customer
This review is from: Organization Development & Change With Infotrac (Hardcover)
I am an enthuastic OD practitioner who loves the field of OD. I am amazed at how two academics could present OD as boring and lifeless.
Transforming the Organization (1995) and (1999)
http://www.amazon.com/Transforming-Organization-Francis-J-Gouillart/dp/0070244928
Editorial Reviews
From Publishers Weekly
This upbeat management primer views the corporation as a living organism complete with body, mind and spirit. The key to a company's successful adaptation and growth is the unified pursuit of common goals, achieved by keeping in sync its technology, "work architecture," reward structure and other "biocorporate" systems. Using numerous case histories involving DuPont, Philips, Citibank, Ashland Oil, Rolls-Royce, Texas retailer HEB and other firms, the authors, executives with Gemini, a global consulting firm, explain how to harness motivation by creating a large number of "natural work teams," small groups of multitalented people empowered with the authority to take action. Instead of a "Pavlovian," carrot-and-stick reward system, they recommend instituting "individual learning" by linking rewards to an employee's expanding opportunities, skills and participation. This is a visionary yet practical blueprint for corporate restructuring and renewal. 50,000 first printing; $100,000 ad/promo; author tour.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Product Description
Transformation isn't just the latest buzzword. It's a necessity for today's corporations-essential to the success of every globally challenged organization. That's why an impressive list of companies like British Telecom, DuPont, Bell Atlantic, and Rolls Royce have looked to leading business healers James Kelly and Francis Gouillart to diagnose, treat, and cure the disease that had infected their operations. Here, for the first time, these influential authors reveal their revolutionary prescription for corporate metamorphosis. Radical in vision, dramatic in scope, resounding in impact, this progressive methodology helps ailing firms tap new sources of business growth via well-orchestrated, all-encompassing change.
"Transforming the Organization" is among the first books to use the concept of "corporate DNA," although the author doesn't use that term. The book may be most valuable for the author's development of organic design principles, such as corporate nervous system. My major disagreement is that, despite an organic orientation, the author's approach becomes a little mechanical, as with his insistence on 12 corporate chromosomes. All in all, the book is well worth the read
http://www.amazon.com/Transforming-Organization-Social-Technical-Howard-Oden/dp/1567202268/ref=sid_dp_dp
Editorial Reviews
Review
“This is a very thorough book on organizational transformation. Oden provides excellent perspectives on what needs to be analyzed...For the individual engaged in organization change and for those who must manage the efforts of those engaged in change, this is must reading.”–Human Resource Management.
“...offers a clear goal for transformation, an excellent description of transformation leadership, and a model of the change process....Highly recommended.”–Stern's Management Review/Stern's Sourcefinder
Product Description
The rapidly increasing rate of world change demands not just incremental change that organizations have used in the past, but fast, radical alterations of their strategy, culture, structure, and processes. Nothing less than transformation will do, says Dr. Oden--a complex, continuing effort that may be closer to revolution than evolution. Oden lays it out in his customarily clear, programmatic way. He covers actions that must precede the initiation of a transformation; guidance on how to perform the technical, social, and behavioral tasks; and the actions required to wrap up and integrate everything into a complete, workably transformed organization. His book provides a clear goal for the transformation, an excellent description of transformational leadership, and a simple, powerful model of the process. The result is essential reading for upper management in private and public sector organizations and for their colleagues in the academic community.
Editorial Reviews
From Publishers Weekly
This upbeat management primer views the corporation as a living organism complete with body, mind and spirit. The key to a company's successful adaptation and growth is the unified pursuit of common goals, achieved by keeping in sync its technology, "work architecture," reward structure and other "biocorporate" systems. Using numerous case histories involving DuPont, Philips, Citibank, Ashland Oil, Rolls-Royce, Texas retailer HEB and other firms, the authors, executives with Gemini, a global consulting firm, explain how to harness motivation by creating a large number of "natural work teams," small groups of multitalented people empowered with the authority to take action. Instead of a "Pavlovian," carrot-and-stick reward system, they recommend instituting "individual learning" by linking rewards to an employee's expanding opportunities, skills and participation. This is a visionary yet practical blueprint for corporate restructuring and renewal. 50,000 first printing; $100,000 ad/promo; author tour.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
Product Description
Transformation isn't just the latest buzzword. It's a necessity for today's corporations-essential to the success of every globally challenged organization. That's why an impressive list of companies like British Telecom, DuPont, Bell Atlantic, and Rolls Royce have looked to leading business healers James Kelly and Francis Gouillart to diagnose, treat, and cure the disease that had infected their operations. Here, for the first time, these influential authors reveal their revolutionary prescription for corporate metamorphosis. Radical in vision, dramatic in scope, resounding in impact, this progressive methodology helps ailing firms tap new sources of business growth via well-orchestrated, all-encompassing change.
"Transforming the Organization" is among the first books to use the concept of "corporate DNA," although the author doesn't use that term. The book may be most valuable for the author's development of organic design principles, such as corporate nervous system. My major disagreement is that, despite an organic orientation, the author's approach becomes a little mechanical, as with his insistence on 12 corporate chromosomes. All in all, the book is well worth the read
http://www.amazon.com/Transforming-Organization-Social-Technical-Howard-Oden/dp/1567202268/ref=sid_dp_dp
Editorial Reviews
Review
“This is a very thorough book on organizational transformation. Oden provides excellent perspectives on what needs to be analyzed...For the individual engaged in organization change and for those who must manage the efforts of those engaged in change, this is must reading.”–Human Resource Management.
“...offers a clear goal for transformation, an excellent description of transformation leadership, and a model of the change process....Highly recommended.”–Stern's Management Review/Stern's Sourcefinder
Product Description
The rapidly increasing rate of world change demands not just incremental change that organizations have used in the past, but fast, radical alterations of their strategy, culture, structure, and processes. Nothing less than transformation will do, says Dr. Oden--a complex, continuing effort that may be closer to revolution than evolution. Oden lays it out in his customarily clear, programmatic way. He covers actions that must precede the initiation of a transformation; guidance on how to perform the technical, social, and behavioral tasks; and the actions required to wrap up and integrate everything into a complete, workably transformed organization. His book provides a clear goal for the transformation, an excellent description of transformational leadership, and a simple, powerful model of the process. The result is essential reading for upper management in private and public sector organizations and for their colleagues in the academic community.
Results-oriented work environment
http://en.wikipedia.org/wiki/ROWE
http://www.fourhourworkweek.com/blog/2008/05/21/no-schedules-no-meetings-enter-best-buys-rowe-part-1/
http://www.amazon.com/4-Hour-Workweek-Escape-Live-Anywhere/dp/0307353133/ref=pd_bbs_1?ie=UTF8&s=books&qid=1203371924&sr=8-1
ROWE, or Results-Only Work Environment, (also known as Results Oriented Work Environment), is a management strategy created by CultureRx and adopted by Best Buy.[1] In this model, employees are paid for results (output) rather than the number hours worked. The goal is to keep workers who deliver results while firing those who are not productive.
ROWE in practice means "each person is free to do whatever they want, whenever they want as long as the work gets done."[2] Employees control their own calendars, and are not required to be in the office if they can complete their tasks elsewhere.
Pros:
Flexible work hours
High employee satisfaction
Emphasis on bottom line results
Cons:
Output measurement is harder for some jobs (overhead, administration)
Management can be challenging
Some people have a harder time working with people without face-to-face interaction
Can be destructive for individuals who don't have the discipline to hold themselves accountable for what they should work on.
http://www.fourhourworkweek.com/blog/2008/05/21/no-schedules-no-meetings-enter-best-buys-rowe-part-1/
http://www.amazon.com/4-Hour-Workweek-Escape-Live-Anywhere/dp/0307353133/ref=pd_bbs_1?ie=UTF8&s=books&qid=1203371924&sr=8-1
ROWE, or Results-Only Work Environment, (also known as Results Oriented Work Environment), is a management strategy created by CultureRx and adopted by Best Buy.[1] In this model, employees are paid for results (output) rather than the number hours worked. The goal is to keep workers who deliver results while firing those who are not productive.
ROWE in practice means "each person is free to do whatever they want, whenever they want as long as the work gets done."[2] Employees control their own calendars, and are not required to be in the office if they can complete their tasks elsewhere.
Pros:
Flexible work hours
High employee satisfaction
Emphasis on bottom line results
Cons:
Output measurement is harder for some jobs (overhead, administration)
Management can be challenging
Some people have a harder time working with people without face-to-face interaction
Can be destructive for individuals who don't have the discipline to hold themselves accountable for what they should work on.
lunes, 12 de octubre de 2009
Training Co-ordinator (Ecoman)
Describe how to promote the training function as an effective business driver
· Describe the purpose and principles of training and development needs analysis and the process of translating the results into a specification
· Explain how to select and apply appropriate methods of collecting and gathering information from individuals and across the organization
· Demonstrate appropriate techniques of interviewing and analysis to identify the learning requirements and needs of individuals
· Identify stakeholders, and their needs and how to deliver solutions to stakeholder needs
· Evaluate and differentiate between a range of learning opportunities and match them appropriately to individuals training and development needs
· Demonstrate modern NLP, Knowledge Management and competency based assessments and how to apply to the training coordinator role
· Explain how to ensure that training has a positive impact on the bottom line
· Describe people learn best and different learning styles
· Plan how to accelerate learning through memory and learning retention
· Understand when to clarify performance objectives identified at appraisal
· Demonstrate instructional design techniques that deliver effective learning aids
· Describe the purpose and principles of training and development needs analysis and the process of translating the results into a specification
· Explain how to select and apply appropriate methods of collecting and gathering information from individuals and across the organization
· Demonstrate appropriate techniques of interviewing and analysis to identify the learning requirements and needs of individuals
· Identify stakeholders, and their needs and how to deliver solutions to stakeholder needs
· Evaluate and differentiate between a range of learning opportunities and match them appropriately to individuals training and development needs
· Demonstrate modern NLP, Knowledge Management and competency based assessments and how to apply to the training coordinator role
· Explain how to ensure that training has a positive impact on the bottom line
· Describe people learn best and different learning styles
· Plan how to accelerate learning through memory and learning retention
· Understand when to clarify performance objectives identified at appraisal
· Demonstrate instructional design techniques that deliver effective learning aids
sábado, 10 de octubre de 2009
Que sea una leccion!
Tiene que haber una leccion aqui! Envie la carta de correcion hace dos semanas y recien hoy escucho que no llego. Quiere decir que no debo confiar en una simple palabra, sino debo pedir pruebas. Por lo menos debo haber preguntado por el nimbre en SATORP del recipiente.
Top Book on OD? Donald Anderson
http://books.google.com/books?id=UpBF0a4RbgAC&pg=PA92&lpg=PA92&dq=experience+of+OD+practitioner&source=bl&ots=kmGFCDzVBj&sig=iXpjSg_I_Xc5qBcdWUvIVo00Au4&hl=en&ei=9kTPSoXwC4q6lAfYnv2oCg&sa=X&oi=book_result&ct=result&resnum=3#v=onepage&q=experience%20of%20OD%20practitioner&f=false
http://www.amazon.com/gp/product/1412950791
Review
"Organization Development: The Process of Leading Organizational Change provides instructors and students with a comprehensive text covering the history, major influences, processes, steps and ethical and professional considerations associated with leading organizational change. The book is tightly written, interesting and accessible for students in upper division undergraduate or graduate level courses. I highly recommend the book to anyone who is teaching a course on organizational behavior or leading change in public or private organizations." (Lisa A. Dicke )
"Anderson's text is a succinct and substantial introduction to an important field for both OD and HR professionals and for anyone interested in helping organizations thrive. It builds on a logical, informative discussion of the unfolding of what we now call OD, from T-Group spontaneity to OE statistical rigor. It considers both the values underlying the practice and the processes that make it effective. It's an ideal first text for the student of OD! And reasonably priced--if any textbooks are these days." (K.T. Connor, PhD )
Product Description
Of interest to students, managers, executives, change agents, and practitioners, Organization Development is a guide to leadership in individual, team, and organizational change. Incorporating discussion of OD ethics into each chapter, author Donald L. Anderson offers thorough discussions of classic OD techniques, as well as up-to-date interventions at all levels. In-depth case studies that follow major content and process chapters allow students to immediately apply what they have learned. In today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and expectations in the contemporary workforce, this book is an essential tool.
Key Features
Explores each stage of the OD process in detail (entry, contracting, data gathering, diagnosis and feedback, interventions, and evaluation)
Incorporates theory, research, and consulting techniques for both traditional OD practices and newly adapted strategies for change, such as appreciative inquiry and Six Sigma
Illustrates the benefits of OD in the workplace contexts of corporations, government, education, and nonprofit, for-profit, and health care organizations
Provides practical instruction on implementing OD best practices in the real world, including interventions at the organization, team and group, and individual levels
Allows students to analyze, apply, and discuss OD concepts through integrated case studies
Includes suggestions for further reading for those who wish to learn more about specific topics
Organization Development: The Process of Leading Organizational Change is ideal for graduate and upper-level undergraduate business courses such as Organization Development, Organizational Change, Leadership and Organizational Change, and Organization Diagnosis.
http://www.amazon.com/Organization-Development-amp-Change/lm/R1CA95J6BMX27U/ref=cm_lmt_dtpa_f_2_rdssss0?pf_rd_p=253462201&pf_rd_s=listmania-center&pf_rd_t=201&pf_rd_i=1412950791&pf_rd_m=ATVPDKIKX0DER&pf_rd_r=1WB427W0TKRR4C8V9JWK
http://www.amazon.com/gp/product/1412950791
Review
"Organization Development: The Process of Leading Organizational Change provides instructors and students with a comprehensive text covering the history, major influences, processes, steps and ethical and professional considerations associated with leading organizational change. The book is tightly written, interesting and accessible for students in upper division undergraduate or graduate level courses. I highly recommend the book to anyone who is teaching a course on organizational behavior or leading change in public or private organizations." (Lisa A. Dicke )
"Anderson's text is a succinct and substantial introduction to an important field for both OD and HR professionals and for anyone interested in helping organizations thrive. It builds on a logical, informative discussion of the unfolding of what we now call OD, from T-Group spontaneity to OE statistical rigor. It considers both the values underlying the practice and the processes that make it effective. It's an ideal first text for the student of OD! And reasonably priced--if any textbooks are these days." (K.T. Connor, PhD )
Product Description
Of interest to students, managers, executives, change agents, and practitioners, Organization Development is a guide to leadership in individual, team, and organizational change. Incorporating discussion of OD ethics into each chapter, author Donald L. Anderson offers thorough discussions of classic OD techniques, as well as up-to-date interventions at all levels. In-depth case studies that follow major content and process chapters allow students to immediately apply what they have learned. In today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and expectations in the contemporary workforce, this book is an essential tool.
Key Features
Explores each stage of the OD process in detail (entry, contracting, data gathering, diagnosis and feedback, interventions, and evaluation)
Incorporates theory, research, and consulting techniques for both traditional OD practices and newly adapted strategies for change, such as appreciative inquiry and Six Sigma
Illustrates the benefits of OD in the workplace contexts of corporations, government, education, and nonprofit, for-profit, and health care organizations
Provides practical instruction on implementing OD best practices in the real world, including interventions at the organization, team and group, and individual levels
Allows students to analyze, apply, and discuss OD concepts through integrated case studies
Includes suggestions for further reading for those who wish to learn more about specific topics
Organization Development: The Process of Leading Organizational Change is ideal for graduate and upper-level undergraduate business courses such as Organization Development, Organizational Change, Leadership and Organizational Change, and Organization Diagnosis.
http://www.amazon.com/Organization-Development-amp-Change/lm/R1CA95J6BMX27U/ref=cm_lmt_dtpa_f_2_rdssss0?pf_rd_p=253462201&pf_rd_s=listmania-center&pf_rd_t=201&pf_rd_i=1412950791&pf_rd_m=ATVPDKIKX0DER&pf_rd_r=1WB427W0TKRR4C8V9JWK
viernes, 9 de octubre de 2009
Getting Feet Wet with OD
Wenn ich diese Stelle haette, koennte ich mehr ueber Od untersuchen waehrend ich mich anscheinend mit elektr.Lernen bechaeftige.
Eine interesssante Google Untersuchung: " experience of OD practitioner ". Den Atrikel von Reson & McArdle soll noch einmal gelesen werden und insbes sollen buecher der Bibliogr untersucht werden.
Googling "experienced OD practitioner" ergibt:
http://managementhelp.org/org_chng/od-field/OD_defn.htm
Simply put, an Organization Development practitioner is to an organization as a physician is to a human body. The practitioner "diagnoses" (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur.
An Old Standard Definition of OD
The nature and needs of organizations are changing dramatically. Correspondingly, the profession of organization development (OD) has been changing to meet the changing needs of organizations. Therefore, it may be most useful to consider several definitions of organization development. Here's a standard definition. The next section gives some contrasting definitions.
For many years, the following definition was perhaps the standard definition for OD. The following definition was developed in 1969 at a time when an organization was considered to be much like a stable machine comprised of interlocking parts.
“Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
-- Beckhard, “Organization development: Strategies and Models”, Reading, MA: Addison-Wesley, 1969, p. 9.
--------------------------------------------------------------------------------
New Definitions of OD
Today's organizations operate in a rapidly changing environment. Consequently, one of the most important assets for an organization is the ability to manage change -- and for people to remain healthy and authentic. Consider the following definition of OD:
“Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.”
-- Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3.
Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners.
"Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness."
-- Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997, p.2.
"Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance."
-- Matt Minahan, MM & Associates, Silver Spring, Maryland
Here are some other perspectives on the definition of OD.
Definition of Organization Development
Organization Development -- the Management of Change
Definition of OD
--------------------------------------------------------------------------------
OD Practitioners: "Organizational Physicians"?
The system of organizations is very similar, if not the same as, the system of human beings -- after all, organizations are made up of humans! Therefore, when trying to understand the field of organization development, it might be useful to compare aspects of the field of organization development to aspects of the field of medicine.
For example, the study of the theories and structures of organizations (often in courses called "organizational theory") is similar to the study of anatomy and physiology of human systems. Similarly, the study of organizational behavior is similar to the study of psychology and sociology in human systems. Finally, the study and field of organization development compares to the study and field of medicine regarding human systems.
That is, in OD, practitioners might work in a manner similar to "organizational physicians" intending to improve the effectiveness of people and organizations by:
1) Establishing relationships with key personnel in the organization (often called "entering" and "contracting" with the organization);
2) Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization ("diagnosing" the systems in the organization);
3) Identifying approaches (or "interventions") to improve effectiveness of the organization and its people;
4) Applying approaches to improve effectiveness (methods of "planned change" in the organization),
5) Evaluating the ongoing effectiveness of the approaches and their results.
--------------------------------------------------------------------------------
From "Linear" to "Holistic" OD?
Note that the above-mentioned, "linear" approach to organization development is coming under fire. Not all organization development practitioners appreciate terms such as "diagnosing" an organization, "interventions" to improve effectiveness, etc.
For a new perspective on OD, read Holistic OD: Paradigm for the Future.
--------------------------------------------------------------------------------
"OD 101" Presentation
This PowerPoint file can be used in a 2-hour presentation to provide a brief overview of the profession of OD, its history, typical consulting approach, various types of interventions and an overview of organizational change. Additional resources are suggested. To see the presentation, click
here.
--------------------------------------------------------------------------------
Maturation of the Field
OD has a rich field of research, theory, models and practice, with roots in community and management development. The Organization Development Institute provides an historical view of organization development.
The topic of organizational change has received a great deal of attention over the past several decades, as organizations face new and complex challenges like never before. Correspondingly, the field of Organization Development is receiving a great deal of attention now, too. As the field has grown, so has the diversity of perspectives on the field. The question "What is OD?" is now quite common in discussions among those interested in the field.
OD does not have a standard code of ethics or universal accrediting body. Thus, many assert that OD is a field, rather than a profession. The OD Institute admirably does suggest levels of certification for OD practitioners, (see the next section, Suggested Competencies for OD Practitioners), but these do not appear to have become standard for practitioners who consider themselves to be OD professionals. The OD Institute has also suggested an International Organization Development Code of Ethics. The Organization Development Network is a large organization that also focuses on developing the field and serving its members, many of whom are OD practitioners.
Many people assert that OD is a field that works from a systems perspective and according to humanistic values to help people change. Other people respond that other fields or professions, such as trainers and community organizers, also work from a systems perspective and according to humanistic values and, thus, that description is not unique to OD. They assert that OD must proclaim a scope for their field and suggest that a more apt description of OD is that it is a field that works from a systems perspective and according to humanistic values to enhance the performance of organizations.
Another area of diversity about perspectives on Organization Development is in regard to how people view organizations. Some focus on the structures, operations, positions, procedures, etc., while others focus on the human relations and interactions. Still others focus on the politics and power, while others focus on the cultures and values of the organization. The following article gives more information about these perspectives: Understand the Preferred Lens Through Which You View Organizations
Concurrently, there seems to be strong focus on "soft" skills in OD, for example, coaching, leadership development, facilitation, conflict management, process consulting, etc. However, many would assert that the "hard" skills, such as Balanced Scorecard, quality management initiatives (TQM, Six Sigma, etc.), strategic analysis, etc., should also be a focus in OD. The following article gives more information about these perspectives: What Type of OD Practitioner Are You?
Concurrent to these diverse views, there seems to be strong agreement that the phrase "organizational change and development" describes the core purpose and practice of what OD practitioners do -- so much that the phrase "organizational development" is often used interchangeably to refer to the field itself.
--------------------------------------------------------------------------------
Suggested Competencies for OD Practitioners
Comprehensive Lists of Competencies
There are a wide range of knowledge, skills and abilities that one might consider when learning about OD. The following links are to guidelines and suggestions from a variety of OD experts.
Knowledge and Skills Necessary for Competence in OD
Learn Business Skills, Too
Efforts at organizational change can fail, not only because of people's beliefs and feelings and perceptions (which seems to be the primary focus of many OD training programs today), but also because of business goals and structures and operations. In this case, it might even be damaging to focus only on OD models that get peoples' buy-in to the change, help people overcome resistance to the change, etc., but don't really consider the "business" side of things. Therefore, it would be wise for the OD practitioners to get at least some basic understanding of certain business topics. The following links are to online programs to start and development organizations, and include focus on the business aspects, as well.
Free, Micro-eMBA
Free, Nonprofit-eMBA
Core Purpose and Practice of OD Practitioners: Organizational Change and Development
The Library topic of "Organizational Change and Development" includes an extensive array of well-organized information about successfully guiding significant change in organizations. The following link also includes a great deal more information for OD practitioners, including about the broad context for organizational change, professionalism for practitioners, various overviews of change management, example of a planned and systemic change process, many types of activities ("interventions") during organizational change, and many general resources for those working to guide change.
Related Library Topics
Recommended Books
Managing Organizational Change
Growing Your Organization
![]()
Managing Organizational Change
Field Guide to Consulting and Organizational Development
by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step guidelines to identify complex issues in for-profit or government organizations and successfully resolve each of them. This book is also helpful to organizations that are doing fine now, but want to evolve to the next level of performance. This is one of the truly comprehensive, yet practical, books about this complex subject! Includes online forms that can be downloaded. Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
Growing Your Organization
Managing Business Change for Dummies
Managing Transitions; Making the Most of Change
Managing at the Speed of Change
Managing the Change Process: A Field Book for Change Agents, Team Leaders, and Reengineering Managers
DK Essential Managers: Managing Change :
By Elijah Chingosho "Dr Elijah Chingosho" (Nairobi, Kenya) - See all my reviews
(TOP 1000 REVIEWER) (REAL NAME)
This review is from: Managing Change (Essential Managers) (Paperback)
Managing Change is a small book packed with information and ideas about managing change. It is direct and to-the-point. It is about 70 pages long and can fit in a jacket pocket which means that if you are busy implementing change, you can quickly read it (for example while in the metro going to and from work). This is also ideal if you need to implement change management soon or you are already implementing it and you need quick guidance on the way forward. If you are a facilitator or consultant and you need to present a crash course on managing change, you will find this little book very handy.
The book is divided into four sections namely:
* Understanding Change
* Planning Change
* Implementing Change
* Consolidating Change
These areas pretty covers all the main areas one would require when involved in a change process. The book is cheap and I would buy it for everyone involved in the change process, from the top of the organisation hierarchy to the front-line staff.
The book's main advantage of its compactness is also its main limitation. Not all the information required to become an effective change agent can be accommodated in a 70 or so page book. The book is excellent for a person looking for an entry-level book on the topic of managing change. This book will give you a good base structure from which to work. However, a more advanced student of change management would need to seek other books on the subject. I would recommend this book as a quick read while travelling.
4.0 out of 5 stars Practical Techniques, September 15, 2005
By Ilaxi S. Patel "Editor, kidsfreesouls.com & A... (India) - See all my reviews
All with practical techniques, Essential Managers series has 'Managing Change' that shows you how to initiate, anticipate and respond positively to change with the change! You can be an efficient and flexible manager to prove your worth with great accessible charts and flow diagrams and gear up for action and provide useful examples. Change is the single most important element of business management today says Rober Heller, the author of this series. With the rising economy level and competitions in the aggressive market, organizations and particularly individuals, have to adopt a positive attitude to bring about a 'Change'. To remain ahead of rivals, set trends and lead change in order to survive. Technical advice is given in this book on how to achieve the best from the staff by using their strengths and involving them at all stages. It has 101 concise tips with vital information and as usually found common in all Essential managers series - a self assessment exercise allows you to evaluate and improve your 'Change Management Skills'.
The contents are:
1.Understanding Change
a)Why Change? b)Understanding the causes of change c)Recognizing Sources of change d)Categorizing types of change
2.Planning Change
a)Focusing on goals b)Identifying the demand for change c)selecting essential changes d)evaluating complexity d)planning ways to involve people e)choosing a timescale f)making an action plan g)anticipating effects h)anticipating resistance to change i) testing and checking plans
3.Implementing Change
a)Communicating Change b)Assigning Responsibility c)Developing Commitment d)Changing culture e) Limiting Resistance
4. Consolidating Change
a) Monitoring progress b)Reviewing Assumptions c)Maintaining Momentum d)Building on Change e)Assessing your Change Management Skills.
The leaders do need to Change with the Change but now even an individual need to brush up his skills and minimize negatives. All change require changes in behavior which in turn flow from and create changes in attitude. Attitudes effect from job experiences, personnel changes, successes and setbacks and I feel, involvement thoroughly to be realistic and avoid complacency as success carries a hidden risk too. It's the need of the hour to be alert and aware. This book is a gem for any Corporate Office or Managers' office bookshelf. Even individuals who dream big to be leaders should possess and gift their bosses. Great Pick.
This little booklet is full of small "sound bites" on the various aspects of change management and an ideal primer for people who want answers/ solutions "now." Has managed to capture major concepts and, through diagrams, pictures and charts, delivered them in an easy to understand and apply manner.
Finally, a reading list:
1. Good to Great CD: Why Some Companies Make the Leap...And Others Don't by Jim Collins
(774 customer reviews)
2. The Fifth Discipline Fieldbook by Peter M. Senge
3. Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series) by Edgar H. Schein
4. Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III
5. Advanced Facilitation Strategies: Tools & Techniques to Master Difficult Situations by Ingrid Bens
6. The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives by Brenda B. Jones
7. Leading at the Edge of Chaos: How to Create the Nimble Organization by Daryl R. Conner
8. Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott
9. Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children by John Wood
10. Diffusion of Innovations, 5th Edition by Everett M. Rogers
11. The Art of the Long View: Planning for the Future in an Uncertain World by Peter Schwartz
12. Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion by Richard E. Boyatzis
13. Deep Change: Discovering the Leader Within (J-B US non-Franchise Leadership) by Robert E. Quinn
14. Building the Bridge As You Walk On It: A Guide for Leading Change (J-B US non-Franchise Leadership) by Robert E. Quinn
15. Changing Minds: The Art And Science of Changing Our Own And Other People's Minds (Leadership for the Common Good) by Howard Gardner
16.The Power of Appreciative Inquiry: A Practical Guide to Positive Change by Diana Whitney
17. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations by Peter M. Senge
18. The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems by Peggy Holman
19. Force For Change: How Leadership Differs from Management by John P. Kotter
20. Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change by Esther Cameron
21. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-Bass Business & Management Series) by Kim S. Cameron
22. The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change by James D. Ludema
23. Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change (J-B US non-Franchise Leadership) by William B. Joiner
Eine interesssante Google Untersuchung: " experience of OD practitioner ". Den Atrikel von Reson & McArdle soll noch einmal gelesen werden und insbes sollen buecher der Bibliogr untersucht werden.
Googling "experienced OD practitioner" ergibt:
http://managementhelp.org/org_chng/od-field/OD_defn.htm
Simply put, an Organization Development practitioner is to an organization as a physician is to a human body. The practitioner "diagnoses" (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur.
An Old Standard Definition of OD
The nature and needs of organizations are changing dramatically. Correspondingly, the profession of organization development (OD) has been changing to meet the changing needs of organizations. Therefore, it may be most useful to consider several definitions of organization development. Here's a standard definition. The next section gives some contrasting definitions.
For many years, the following definition was perhaps the standard definition for OD. The following definition was developed in 1969 at a time when an organization was considered to be much like a stable machine comprised of interlocking parts.
“Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
-- Beckhard, “Organization development: Strategies and Models”, Reading, MA: Addison-Wesley, 1969, p. 9.
--------------------------------------------------------------------------------
New Definitions of OD
Today's organizations operate in a rapidly changing environment. Consequently, one of the most important assets for an organization is the ability to manage change -- and for people to remain healthy and authentic. Consider the following definition of OD:
“Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.”
-- Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3.
Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners.
"Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness."
-- Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997, p.2.
"Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance."
-- Matt Minahan, MM & Associates, Silver Spring, Maryland
Here are some other perspectives on the definition of OD.
Definition of Organization Development
Organization Development -- the Management of Change
Definition of OD
--------------------------------------------------------------------------------
OD Practitioners: "Organizational Physicians"?
The system of organizations is very similar, if not the same as, the system of human beings -- after all, organizations are made up of humans! Therefore, when trying to understand the field of organization development, it might be useful to compare aspects of the field of organization development to aspects of the field of medicine.
For example, the study of the theories and structures of organizations (often in courses called "organizational theory") is similar to the study of anatomy and physiology of human systems. Similarly, the study of organizational behavior is similar to the study of psychology and sociology in human systems. Finally, the study and field of organization development compares to the study and field of medicine regarding human systems.
That is, in OD, practitioners might work in a manner similar to "organizational physicians" intending to improve the effectiveness of people and organizations by:
1) Establishing relationships with key personnel in the organization (often called "entering" and "contracting" with the organization);
2) Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization ("diagnosing" the systems in the organization);
3) Identifying approaches (or "interventions") to improve effectiveness of the organization and its people;
4) Applying approaches to improve effectiveness (methods of "planned change" in the organization),
5) Evaluating the ongoing effectiveness of the approaches and their results.
--------------------------------------------------------------------------------
From "Linear" to "Holistic" OD?
Note that the above-mentioned, "linear" approach to organization development is coming under fire. Not all organization development practitioners appreciate terms such as "diagnosing" an organization, "interventions" to improve effectiveness, etc.
For a new perspective on OD, read Holistic OD: Paradigm for the Future.
--------------------------------------------------------------------------------
"OD 101" Presentation
This PowerPoint file can be used in a 2-hour presentation to provide a brief overview of the profession of OD, its history, typical consulting approach, various types of interventions and an overview of organizational change. Additional resources are suggested. To see the presentation, click
here.
--------------------------------------------------------------------------------
Maturation of the Field
OD has a rich field of research, theory, models and practice, with roots in community and management development. The Organization Development Institute provides an historical view of organization development.
The topic of organizational change has received a great deal of attention over the past several decades, as organizations face new and complex challenges like never before. Correspondingly, the field of Organization Development is receiving a great deal of attention now, too. As the field has grown, so has the diversity of perspectives on the field. The question "What is OD?" is now quite common in discussions among those interested in the field.
OD does not have a standard code of ethics or universal accrediting body. Thus, many assert that OD is a field, rather than a profession. The OD Institute admirably does suggest levels of certification for OD practitioners, (see the next section, Suggested Competencies for OD Practitioners), but these do not appear to have become standard for practitioners who consider themselves to be OD professionals. The OD Institute has also suggested an International Organization Development Code of Ethics. The Organization Development Network is a large organization that also focuses on developing the field and serving its members, many of whom are OD practitioners.
Many people assert that OD is a field that works from a systems perspective and according to humanistic values to help people change. Other people respond that other fields or professions, such as trainers and community organizers, also work from a systems perspective and according to humanistic values and, thus, that description is not unique to OD. They assert that OD must proclaim a scope for their field and suggest that a more apt description of OD is that it is a field that works from a systems perspective and according to humanistic values to enhance the performance of organizations.
Another area of diversity about perspectives on Organization Development is in regard to how people view organizations. Some focus on the structures, operations, positions, procedures, etc., while others focus on the human relations and interactions. Still others focus on the politics and power, while others focus on the cultures and values of the organization. The following article gives more information about these perspectives: Understand the Preferred Lens Through Which You View Organizations
Concurrently, there seems to be strong focus on "soft" skills in OD, for example, coaching, leadership development, facilitation, conflict management, process consulting, etc. However, many would assert that the "hard" skills, such as Balanced Scorecard, quality management initiatives (TQM, Six Sigma, etc.), strategic analysis, etc., should also be a focus in OD. The following article gives more information about these perspectives: What Type of OD Practitioner Are You?
Concurrent to these diverse views, there seems to be strong agreement that the phrase "organizational change and development" describes the core purpose and practice of what OD practitioners do -- so much that the phrase "organizational development" is often used interchangeably to refer to the field itself.
--------------------------------------------------------------------------------
Suggested Competencies for OD Practitioners
Comprehensive Lists of Competencies
There are a wide range of knowledge, skills and abilities that one might consider when learning about OD. The following links are to guidelines and suggestions from a variety of OD experts.
Knowledge and Skills Necessary for Competence in OD
Learn Business Skills, Too
Efforts at organizational change can fail, not only because of people's beliefs and feelings and perceptions (which seems to be the primary focus of many OD training programs today), but also because of business goals and structures and operations. In this case, it might even be damaging to focus only on OD models that get peoples' buy-in to the change, help people overcome resistance to the change, etc., but don't really consider the "business" side of things. Therefore, it would be wise for the OD practitioners to get at least some basic understanding of certain business topics. The following links are to online programs to start and development organizations, and include focus on the business aspects, as well.
Free, Micro-eMBA
Free, Nonprofit-eMBA
Core Purpose and Practice of OD Practitioners: Organizational Change and Development
The Library topic of "Organizational Change and Development" includes an extensive array of well-organized information about successfully guiding significant change in organizations. The following link also includes a great deal more information for OD practitioners, including about the broad context for organizational change, professionalism for practitioners, various overviews of change management, example of a planned and systemic change process, many types of activities ("interventions") during organizational change, and many general resources for those working to guide change.
Related Library Topics
Recommended Books
Managing Organizational Change
Growing Your Organization
Managing Organizational Change
Field Guide to Consulting and Organizational Development
by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step guidelines to identify complex issues in for-profit or government organizations and successfully resolve each of them. This book is also helpful to organizations that are doing fine now, but want to evolve to the next level of performance. This is one of the truly comprehensive, yet practical, books about this complex subject! Includes online forms that can be downloaded. Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
Growing Your Organization
Managing Business Change for Dummies
Managing Transitions; Making the Most of Change
Managing at the Speed of Change
Managing the Change Process: A Field Book for Change Agents, Team Leaders, and Reengineering Managers
DK Essential Managers: Managing Change :
By Elijah Chingosho "Dr Elijah Chingosho" (Nairobi, Kenya) - See all my reviews
(TOP 1000 REVIEWER) (REAL NAME)
This review is from: Managing Change (Essential Managers) (Paperback)
Managing Change is a small book packed with information and ideas about managing change. It is direct and to-the-point. It is about 70 pages long and can fit in a jacket pocket which means that if you are busy implementing change, you can quickly read it (for example while in the metro going to and from work). This is also ideal if you need to implement change management soon or you are already implementing it and you need quick guidance on the way forward. If you are a facilitator or consultant and you need to present a crash course on managing change, you will find this little book very handy.
The book is divided into four sections namely:
* Understanding Change
* Planning Change
* Implementing Change
* Consolidating Change
These areas pretty covers all the main areas one would require when involved in a change process. The book is cheap and I would buy it for everyone involved in the change process, from the top of the organisation hierarchy to the front-line staff.
The book's main advantage of its compactness is also its main limitation. Not all the information required to become an effective change agent can be accommodated in a 70 or so page book. The book is excellent for a person looking for an entry-level book on the topic of managing change. This book will give you a good base structure from which to work. However, a more advanced student of change management would need to seek other books on the subject. I would recommend this book as a quick read while travelling.
4.0 out of 5 stars Practical Techniques, September 15, 2005
By Ilaxi S. Patel "Editor, kidsfreesouls.com & A... (India) - See all my reviews
All with practical techniques, Essential Managers series has 'Managing Change' that shows you how to initiate, anticipate and respond positively to change with the change! You can be an efficient and flexible manager to prove your worth with great accessible charts and flow diagrams and gear up for action and provide useful examples. Change is the single most important element of business management today says Rober Heller, the author of this series. With the rising economy level and competitions in the aggressive market, organizations and particularly individuals, have to adopt a positive attitude to bring about a 'Change'. To remain ahead of rivals, set trends and lead change in order to survive. Technical advice is given in this book on how to achieve the best from the staff by using their strengths and involving them at all stages. It has 101 concise tips with vital information and as usually found common in all Essential managers series - a self assessment exercise allows you to evaluate and improve your 'Change Management Skills'.
The contents are:
1.Understanding Change
a)Why Change? b)Understanding the causes of change c)Recognizing Sources of change d)Categorizing types of change
2.Planning Change
a)Focusing on goals b)Identifying the demand for change c)selecting essential changes d)evaluating complexity d)planning ways to involve people e)choosing a timescale f)making an action plan g)anticipating effects h)anticipating resistance to change i) testing and checking plans
3.Implementing Change
a)Communicating Change b)Assigning Responsibility c)Developing Commitment d)Changing culture e) Limiting Resistance
4. Consolidating Change
a) Monitoring progress b)Reviewing Assumptions c)Maintaining Momentum d)Building on Change e)Assessing your Change Management Skills.
The leaders do need to Change with the Change but now even an individual need to brush up his skills and minimize negatives. All change require changes in behavior which in turn flow from and create changes in attitude. Attitudes effect from job experiences, personnel changes, successes and setbacks and I feel, involvement thoroughly to be realistic and avoid complacency as success carries a hidden risk too. It's the need of the hour to be alert and aware. This book is a gem for any Corporate Office or Managers' office bookshelf. Even individuals who dream big to be leaders should possess and gift their bosses. Great Pick.
This little booklet is full of small "sound bites" on the various aspects of change management and an ideal primer for people who want answers/ solutions "now." Has managed to capture major concepts and, through diagrams, pictures and charts, delivered them in an easy to understand and apply manner.
Finally, a reading list:
1. Good to Great CD: Why Some Companies Make the Leap...And Others Don't by Jim Collins
(774 customer reviews)
2. The Fifth Discipline Fieldbook by Peter M. Senge
3. Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series) by Edgar H. Schein
4. Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III
5. Advanced Facilitation Strategies: Tools & Techniques to Master Difficult Situations by Ingrid Bens
6. The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives by Brenda B. Jones
7. Leading at the Edge of Chaos: How to Create the Nimble Organization by Daryl R. Conner
8. Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott
9. Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children by John Wood
10. Diffusion of Innovations, 5th Edition by Everett M. Rogers
11. The Art of the Long View: Planning for the Future in an Uncertain World by Peter Schwartz
12. Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion by Richard E. Boyatzis
13. Deep Change: Discovering the Leader Within (J-B US non-Franchise Leadership) by Robert E. Quinn
14. Building the Bridge As You Walk On It: A Guide for Leading Change (J-B US non-Franchise Leadership) by Robert E. Quinn
15. Changing Minds: The Art And Science of Changing Our Own And Other People's Minds (Leadership for the Common Good) by Howard Gardner
16.The Power of Appreciative Inquiry: A Practical Guide to Positive Change by Diana Whitney
17. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations by Peter M. Senge
18. The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems by Peggy Holman
19. Force For Change: How Leadership Differs from Management by John P. Kotter
20. Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change by Esther Cameron
21. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-Bass Business & Management Series) by Kim S. Cameron
22. The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change by James D. Ludema
23. Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change (J-B US non-Franchise Leadership) by William B. Joiner
miércoles, 7 de octubre de 2009
Startups:- Custom e-Learning content development, hosted LMS, fully integrated content management
http://www.learningevolution.info/
(2006 Gold Winner
Brandon Hall Research and used by Pepsi!!)
(interesting startup:- seems to consist of six people..)
InFrance: http://www.kewego.fr/
http://www.kewego.fr/video/iLyROoafJjfb.html
--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
Another startup - two people? Coggno:
With a pay-per-use model, on the other hand" Browndorf says, "organizations create and deploy training as they need it, and there are no up-front charges for uploading course content"
Use Coggno's Pay-Per-Use platform
to create and distribute training.
We host it, you control it, just your learners view it.
http://www.coggno.com/lms
http://www.coggno.com/img/lms.html
(several features including "learners upload pictures and relevant information:"
Forums enabled for each
module allow interaction
between Learners and
administrators.
View reporting on time spent,
when, scores and views, by
group or individual.
(2006 Gold Winner
Brandon Hall Research and used by Pepsi!!)
(interesting startup:- seems to consist of six people..)
InFrance: http://www.kewego.fr/
http://www.kewego.fr/video/iLyROoafJjfb.html
--------------------------------------------------------------------------------
--------------------------------------------------------------------------------
Another startup - two people? Coggno:
With a pay-per-use model, on the other hand" Browndorf says, "organizations create and deploy training as they need it, and there are no up-front charges for uploading course content"
Use Coggno's Pay-Per-Use platform
to create and distribute training.
We host it, you control it, just your learners view it.
http://www.coggno.com/lms
http://www.coggno.com/img/lms.html
(several features including "learners upload pictures and relevant information:"
Forums enabled for each
module allow interaction
between Learners and
administrators.
View reporting on time spent,
when, scores and views, by
group or individual.
miércoles, 23 de setiembre de 2009
Value proposition for SATORP
A value proposition is a clear statement of the tangible results a customer gets from using your products or services. The more specific your value proposition is, the better.
So exactly which tangible results could SATORP expect by hiring CNS?
Wrte as CNSs agent imagine how a Hollywood agent would talk up hgis clients value..
So exactly which tangible results could SATORP expect by hiring CNS?
Wrte as CNSs agent imagine how a Hollywood agent would talk up hgis clients value..
Letter to M. Javed (info@jatco.com.sa) (put this into Word doc!)
offer 3463
base 3370
obase 12774
ben supp 7683
bsupp prorated 640
total 5784 multiply by 1.6 (average exchange rate inSept..)
"Unfortunately I do not know the formula that was used to arrive at this salary offer, but it appears to bear little relation to either my salary or status during my last year with Saudi Aramco, being more appropriate to a member of clerical staff than to a seasoned Human Resources Development professional."
I was asked to produce evidence of the latest salary that I was receiving beore I left Saudi Aramco; I did this, but the offer that I receieved ($3408)was only 32% (check this!!) of my last salary (5,106 pounds or $8,208)
Say something about average exchange rate in August ??)
For the reasons I have explained above I do not feel that the offer made was appropriate to:
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
use phrases from Saudi Aramco "competeive compensation package" booklet
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
competence, capability and character
base 3370
obase 12774
ben supp 7683
bsupp prorated 640
total 5784 multiply by 1.6 (average exchange rate inSept..)
"Unfortunately I do not know the formula that was used to arrive at this salary offer, but it appears to bear little relation to either my salary or status during my last year with Saudi Aramco, being more appropriate to a member of clerical staff than to a seasoned Human Resources Development professional."
I was asked to produce evidence of the latest salary that I was receiving beore I left Saudi Aramco; I did this, but the offer that I receieved ($3408)was only 32% (check this!!) of my last salary (5,106 pounds or $8,208)
Say something about average exchange rate in August ??)
For the reasons I have explained above I do not feel that the offer made was appropriate to:
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
use phrases from Saudi Aramco "competeive compensation package" booklet
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
competence, capability and character
martes, 22 de setiembre de 2009
Organizational Semiotics and the Requirements of Transparency
http://quasaraviation.files.wordpress.com/2007/05/organizational-learning-in-complex-environments.pdf
(Great References for Amazon Reviews!!)
Came across this by searching wordpress for "organizational learning"
See also http://www.orgsem.org/
and http://en.wikipedia.org/wiki/Organisational_semiotics
for selection of books on this topic:
http://books.google.com/books?ei=UOi5Srz7Gsr2-AbIu7C9BQ&ct=result&q=organizational+semiotics&btnG=Search+Books
(Great References for Amazon Reviews!!)
Came across this by searching wordpress for "organizational learning"
See also http://www.orgsem.org/
and http://en.wikipedia.org/wiki/Organisational_semiotics
for selection of books on this topic:
http://books.google.com/books?ei=UOi5Srz7Gsr2-AbIu7C9BQ&ct=result&q=organizational+semiotics&btnG=Search+Books
domingo, 20 de setiembre de 2009
Strategy
SATORP personnel department do not need to know in great detail why you are such a great person for the available ILS post.
They want to apply a formula to make it easy for them to produce job offers in the future....
1. job offer should be related to last sterling salary including benefits supplement try to get away with it!!
2. Job offer should be 15% more than last Aramco salary including expatriot premium
3. 0.6 should be added to that to cover CAT
They want to apply a formula to make it easy for them to produce job offers in the future....
1. job offer should be related to last sterling salary including benefits supplement try to get away with it!!
2. Job offer should be 15% more than last Aramco salary including expatriot premium
3. 0.6 should be added to that to cover CAT
For Letter
"Unfortunately I do not know the formula that was used to arrive at this salary offer, but it appears to bear little relation to either my salary or status during my last year with Saudi Aramco, being more appropriate to a member of clerical staff than to a seasoned Human Resources Development professional."
I was asked to produce evidence of the latest salary that I was receiving beore I left Saudi Aramco; I did this, but the offer that I receieved ($3408)was only 32% (check this!!) of my last salary (5,106 pounds or $8,208)
Say something about average exchange rate in August ??)
For the reasons I have explained above I do not feel that the offer made was appropriate to:
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
use phrases from Saudi Aramco "competeive compensation package" booklet
I was asked to produce evidence of the latest salary that I was receiving beore I left Saudi Aramco; I did this, but the offer that I receieved ($3408)was only 32% (check this!!) of my last salary (5,106 pounds or $8,208)
Say something about average exchange rate in August ??)
For the reasons I have explained above I do not feel that the offer made was appropriate to:
A unique combination of talent and skills...unique blend of experience, talent and skills
skillset
use phrases from Saudi Aramco "competeive compensation package" booklet
viernes, 18 de setiembre de 2009
Value Proposition
A value proposition is a clear statement of the tangible results a customer gets from using your products or services. The more specific your value proposition is, the better.
http://www.growthconnection.com/Examples-Of-Positioning-Statements.htm
Putting it all together:
A compelling Vision and Mission can be translated into Goals which are realized through Strategies implemented as Initiatives to generate Results.
http://www.growthconnection.com/Examples-Of-Positioning-Statements.htm
Putting it all together:
A compelling Vision and Mission can be translated into Goals which are realized through Strategies implemented as Initiatives to generate Results.
jueves, 17 de setiembre de 2009
Competetive Salary
The rebuttal needs to be exquisitely reasoned, explaining the advantages to SATORP of paying me a competetive salary.
Key words will press buttons and need to be chosen with great care.
Sources:Foundations of Human Resource Development by Richard A Swanson PhD and Elwood F Holton (especially Human Expertise chapter)
Useful Links on Competetive Salary:
http://answers.yahoo.com/question/index?qid=20070710082338AABVsV9
Key words will press buttons and need to be chosen with great care.
Sources:Foundations of Human Resource Development by Richard A Swanson PhD and Elwood F Holton (especially Human Expertise chapter)
Useful Links on Competetive Salary:
http://answers.yahoo.com/question/index?qid=20070710082338AABVsV9
martes, 15 de setiembre de 2009
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