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Why Study Supervision? This book presents two compelling reasons to
study supervision and supervisory leadership: Influential Position:
Supervisors exert considerable influence on organizational
settings. Supervisors have been schooled, developed, and trained
for their responsibilities. They can function more effectively than
if they learn through informal, sometimes haphazard means. It thus
pays to learn about supervision because supervisors can influence
how efficiently and effectively their organization functions.
Career Path: Many career paths lead to supervision. Supervisors are
everywhere. Supervisors are teachers, doctors, accountants,
lawyers, plumbers, and electricians. If you aspire to advance
within your occupation, you may find that one career path leads to
supervision. Preparing for supervisory responsibilities can prepare
you for advancement. You may thus have a personal stake – your
own future – in learning about what supervisors do and how they
do it. In addition, this book: Provides strategies for building
solid relationships with team members. Uses positivity as a
foundational practice to lead and encourage other employees.
Provides guidelines on how to hold employees accountable and set
high expectations. Presents strategies to engage, coach, and
develop employees by creating a positive environment to influence
attitudes and behaviors. Offers various approaches for managing
time and increasing productivity.
The purpose of this book is to introduce the concept of
Transformational Coaching and to educate professional business
coaches or mangers-as-coaches in their organizations on the
influential and relevant elements of Transformational Coaching for
Effective Leadership designed for coaching individuals, teams,
businesses or applying such elements in any levels of Organization
Development intervention, either toward individuals, teams, groups,
departments, or the organization itself. Given the power and
long-lasting influence of transformational coaching, it also could
be beneficial to professionals in fields of Human Resources
Development (HRD), Workplace Learning and Performance (WLP), Human
Performance Enhancement (HPE) and overall, in the domain of
Workforce Education and Development (WFED). This book will start by
reviewing the background and presence of Transformational Coaching
in businesses and organizations, along with the general concepts,
perceptions, and understanding of coaching. This book will examine
the uses of Transformational Coaching in management and leadership
development, human resources development for talent development and
retention, and for developing managerial coaching skills and
competencies. Additionally, this book will review the presence and
use of Transformational Coaching concepts, theories, and practices,
including transformational learning for HR and HRD professionals to
influence the workforce's attitude, behavior, and productivity.
This book: * Builds individuals' self-awareness, self-realization,
and self-confidence. * Offers personal and professional
development. * Teaches the concept of transformational learning and
its use in transformational coaching. * Teaches rituals, skills,
and strategies for individuals and teams to increase their
productivity. * Offers an approach to building healthy and strong
relationships with oneself and others. * Includes change management
strategies for redirecting poor job performance. * Helps readers
implement effective transformational coaching practices by offering
many tools such as forms, checklists, and worksheets.
Coaching is a necessary skill for managers. It is important as a
fundamental part of an organization's talent efforts-including
talent acquisition, development and retention strategies. For a
coaching program to succeed in an organization, it should be
recognized as a useful approach throughout the organization and
become part of the fabric of the corporate culture. Performance
Coaching for Managers provides an important tool for organizations
to use to train their managers on coaching. This book differs
significantly from other books in the coaching market. Many books
on coaching cast coaches as facilitators who question their clients
(the coachees), helping them to articulate their own problems,
formulate their own solutions, develop their own action plans to
solve problems, and measure the success of efforts to implement
those plans. That is called a nondirective approach. But this book
adopts a directive approach by casting the coach as a manager who
diagnoses the problems with worker job performance and offers
specific advice on how to solve those problems. While there is
nothing wrong with a nondirective approach, it does not always work
well in job performance reviews in which the manager must inform
the worker about gaps between what is needed (the desired) and what
is performed (the actual). The significant difference between what
is currently available in the market and what is offered in this
book is the authors' collective experience of over 70 combined
years of hands-on research and delivery experiences in the Human
Resources Development field. According to the Harvard Business
Review (2015), workers generally expect their immediate supervisors
to give them honest feedback on how well they do their jobs-and
specific advice on what to do if they are not performing in
alignment with organizational expectations. When workers do not
receive advice-but instead are questioned about their own
views-they regard their managers as either incompetent or
disingenuous. Effective managers should be able to offer direction
to their employees. After all, managers are responsible for
ensuring that their organizational units deliver the results needed
by the organization. If they fail to do that, the organization does
not achieve its strategic goals. This book gives managers direction
in how to offer directive coaching to their workers.
To effectively adapt and thrive in today's business world,
organizations need to implement effective organizational
development (OD) interventions to improve performance and
effectiveness at the individual, group, and organizational levels.
OD interventions involve people, trust, support, shared power,
conflict resolution, and stakeholders' participation, just to name
a few. OD interventions usually have broader scope and can affect
the whole organization. OD practitioners or change agents must have
a solid understanding of different OD interventions to select the
most appropriate one to fulfill the client's needs. There is
limited precise information or research about how to design OD
interventions or how they can be expected to interact with
organizational conditions to achieve specific results. This book
offers OD practitioners and change agents a step-by-step approach
to implementing OD interventions and includes example cases,
practical tools, and guidelines for different OD interventions. It
is noteworthy that roughly 65% of organizational change projects
fail. One reason for the failure is that the changes are not
effectively implemented, and this book focuses on how to
successfully implement organizational changes. Designed for use by
OD practitioners, management, and human resources professionals,
this book provides readers with OD basic principles, practices, and
skills by featuring illustrative case studies and useful tools.
This book shows how OD professionals can actually get work done and
what the step-by-step OD effort should be. This book looks at how
to choose and implement a range of interventions at different
levels. Unlike other books currently available on the market, this
book goes beyond individual, group, and organizational levels of OD
interventions, and addresses broader OD intervention efforts at
industry and community levels, too. Essentially, this book provides
a practical guide for OD interventions. Each chapter provides
practical information about general OD interventions, supplies best
practice examples and case studies, summarizes the results of best
practices, provides at least one case scenario, and offers at least
one relevant tool for practitioners.
Why Study Supervision? This book presents two compelling reasons to
study supervision and supervisory leadership: Influential Position:
Supervisors exert considerable influence on organizational
settings. Supervisors have been schooled, developed, and trained
for their responsibilities. They can function more effectively than
if they learn through informal, sometimes haphazard means. It thus
pays to learn about supervision because supervisors can influence
how efficiently and effectively their organization functions.
Career Path: Many career paths lead to supervision. Supervisors are
everywhere. Supervisors are teachers, doctors, accountants,
lawyers, plumbers, and electricians. If you aspire to advance
within your occupation, you may find that one career path leads to
supervision. Preparing for supervisory responsibilities can prepare
you for advancement. You may thus have a personal stake – your
own future – in learning about what supervisors do and how they
do it. In addition, this book: Provides strategies for building
solid relationships with team members. Uses positivity as a
foundational practice to lead and encourage other employees.
Provides guidelines on how to hold employees accountable and set
high expectations. Presents strategies to engage, coach, and
develop employees by creating a positive environment to influence
attitudes and behaviors. Offers various approaches for managing
time and increasing productivity.
The purpose of this book is to introduce the concept of
Transformational Coaching and to educate professional business
coaches or mangers-as-coaches in their organizations on the
influential and relevant elements of Transformational Coaching for
Effective Leadership designed for coaching individuals, teams,
businesses or applying such elements in any levels of Organization
Development intervention, either toward individuals, teams, groups,
departments, or the organization itself. Given the power and
long-lasting influence of transformational coaching, it also could
be beneficial to professionals in fields of Human Resources
Development (HRD), Workplace Learning and Performance (WLP), Human
Performance Enhancement (HPE) and overall, in the domain of
Workforce Education and Development (WFED). This book will start by
reviewing the background and presence of Transformational Coaching
in businesses and organizations, along with the general concepts,
perceptions, and understanding of coaching. This book will examine
the uses of Transformational Coaching in management and leadership
development, human resources development for talent development and
retention, and for developing managerial coaching skills and
competencies. Additionally, this book will review the presence and
use of Transformational Coaching concepts, theories, and practices,
including transformational learning for HR and HRD professionals to
influence the workforce's attitude, behavior, and productivity.
This book: * Builds individuals' self-awareness, self-realization,
and self-confidence. * Offers personal and professional
development. * Teaches the concept of transformational learning and
its use in transformational coaching. * Teaches rituals, skills,
and strategies for individuals and teams to increase their
productivity. * Offers an approach to building healthy and strong
relationships with oneself and others. * Includes change management
strategies for redirecting poor job performance. * Helps readers
implement effective transformational coaching practices by offering
many tools such as forms, checklists, and worksheets.
Who will lead your organization into the future? Have you created
the systems to properly implement required succession transitions?
Have you put the financial tools in place to fund the transition?
Do you want a plan that connects with your personal and company
core values? When do you include timely planning related to
strategy and talent issues? What are the appropriate communication
strategies for sharing your plan? What legal issues need
consideration related to the strategy, financial, and people
aspects of succession? So, what is preventing you from starting
this effort tomorrow? Small and family businesses are the bedrock
of all businesses. More people are employed by small and
family-owned businesses than by all multinational companies
combined. Yet the research on small and family businesses is bleak:
fewer than one-third of small business owners in the United States
can afford to retire. Only 40% of small businesses have a workable
disaster plan in case of the sudden death or disability of the
owner, and only 42% of small businesses in the United States have a
succession plan. Fewer than 11% of family-owned businesses make it
to the third generation beyond the founder. Lack of succession
planning is the second most common reason for small business
failure. Many organizations often wonder where to start and what to
do. Succession Planning for Small and Family Businesses: Navigating
Successful Transitions presents a comprehensive approach to guiding
such efforts. Small and family-owned businesses rarely employ
first-rate, well-qualified talent in human resources. More
typically, business owners must be jacks-of-all-trades and serve as
their own accountants, lawyers, business consultants, marketing
experts, and HR wizards. Unfortunately, that does not always work
well when business owners embark on planning for retirement or
business exits. To help business owners avert problems, this book
advises on some of the management, tax and financial, legal, and
psychological issues that should be considered when planning
retirement or other exits from the business. This comprehensive
approach is unique when compared to the books, articles, and other
literature that currently exist on the market. This book takes on a
bold and integrated approach. Relevant research combined with the
rich experiences of the authors connects this thorough,
evidence-based approach to action-based approaches for the reader.
Who will lead your organization into the future? Have you created
the systems to properly implement required succession transitions?
Have you put the financial tools in place to fund the transition?
Do you want a plan that connects with your personal and company
core values? When do you include timely planning related to
strategy and talent issues? What are the appropriate communication
strategies for sharing your plan? What legal issues need
consideration related to the strategy, financial, and people
aspects of succession? So, what is preventing you from starting
this effort tomorrow? Small and family businesses are the bedrock
of all businesses. More people are employed by small and
family-owned businesses than by all multinational companies
combined. Yet the research on small and family businesses is bleak:
fewer than one-third of small business owners in the United States
can afford to retire. Only 40% of small businesses have a workable
disaster plan in case of the sudden death or disability of the
owner, and only 42% of small businesses in the United States have a
succession plan. Fewer than 11% of family-owned businesses make it
to the third generation beyond the founder. Lack of succession
planning is the second most common reason for small business
failure. Many organizations often wonder where to start and what to
do. Succession Planning for Small and Family Businesses: Navigating
Successful Transitions presents a comprehensive approach to guiding
such efforts. Small and family-owned businesses rarely employ
first-rate, well-qualified talent in human resources. More
typically, business owners must be jacks-of-all-trades and serve as
their own accountants, lawyers, business consultants, marketing
experts, and HR wizards. Unfortunately, that does not always work
well when business owners embark on planning for retirement or
business exits. To help business owners avert problems, this book
advises on some of the management, tax and financial, legal, and
psychological issues that should be considered when planning
retirement or other exits from the business. This comprehensive
approach is unique when compared to the books, articles, and other
literature that currently exist on the market. This book takes on a
bold and integrated approach. Relevant research combined with the
rich experiences of the authors connects this thorough,
evidence-based approach to action-based approaches for the reader.
Coaching is a necessary skill for managers. It is important as a
fundamental part of an organization's talent efforts-including
talent acquisition, development and retention strategies. For a
coaching program to succeed in an organization, it should be
recognized as a useful approach throughout the organization and
become part of the fabric of the corporate culture. Performance
Coaching for Managers provides an important tool for organizations
to use to train their managers on coaching. This book differs
significantly from other books in the coaching market. Many books
on coaching cast coaches as facilitators who question their clients
(the coachees), helping them to articulate their own problems,
formulate their own solutions, develop their own action plans to
solve problems, and measure the success of efforts to implement
those plans. That is called a nondirective approach. But this book
adopts a directive approach by casting the coach as a manager who
diagnoses the problems with worker job performance and offers
specific advice on how to solve those problems. While there is
nothing wrong with a nondirective approach, it does not always work
well in job performance reviews in which the manager must inform
the worker about gaps between what is needed (the desired) and what
is performed (the actual). The significant difference between what
is currently available in the market and what is offered in this
book is the authors' collective experience of over 70 combined
years of hands-on research and delivery experiences in the Human
Resources Development field. According to the Harvard Business
Review (2015), workers generally expect their immediate supervisors
to give them honest feedback on how well they do their jobs-and
specific advice on what to do if they are not performing in
alignment with organizational expectations. When workers do not
receive advice-but instead are questioned about their own
views-they regard their managers as either incompetent or
disingenuous. Effective managers should be able to offer direction
to their employees. After all, managers are responsible for
ensuring that their organizational units deliver the results needed
by the organization. If they fail to do that, the organization does
not achieve its strategic goals. This book gives managers direction
in how to offer directive coaching to their workers.
Research has shown that having a diverse organization only improves
and enhances businesses. Forbes and Time report that diversity is
an $8 Billion a year investment. However, poorly implementing
diversity programs have damaging effects on the organization and
the very individuals these programs attempt to help. Poorly
implemented programs can cause peers and subordinates to question
decisions and lose faith in leadership. In addition, it can cause
even the most confident individuals to doubt their own skillset and
qualifications. Many organizations have turned to training to solve
this complex issue. Yet still, other organizations have created and
filled diversity and inclusion positions to tackle the issue. The
effects of these poorly implemented programs are highlighted during
strenuous times such as the latest COVID-19 pandemic. Marginalized
people are more marginalized, and resources and support do not
reach everyone. Tasks such as providing technical support,
conducting large group meetings, or distributing work obligations
without seeing employees on a daily basis becomes more challenging.
Complex problems cannot be solved with simple solutions. Using
organization development (OD) to develop a comprehensive change
initiative can help. This book outlines how properly conducting an
OD change initiative can effectively increase an organization's
diversity and inclusion -- it is grounded in research-based
literature on diversity and OD principles. Many organizational
leaders realize the key importance of diversity, equity, inclusion
and multiculturalism in modern organizations. It is only through
such efforts can organizations thrive in a networked world where
much work is done virtually-and often across borders. But a common
scenario is that leaders, recognizing the need for a diversity
program, will pick someone from the organization to launch it.
Perhaps the person identified for this challenge is in the HR
department but has had no experience in launching diversity
efforts-or even in managing large-scale, long-term, organization
wide change efforts. But these are the challenges to be faced. This
book quickly identifies some reasons why diversity programs fail
and how to avoid those failures. The majority of the book
highlights how to use OD to improve organization culture and
processes to not only increase diversity and inclusion but develop
overall organization talent and prevent personal preferences and
biases from hindering the selection of the best talent for
positions.
Research has shown that having a diverse organization only improves
and enhances businesses. Forbes and Time report that diversity is
an $8 Billion a year investment. However, poorly implementing
diversity programs have damaging effects on the organization and
the very individuals these programs attempt to help. Poorly
implemented programs can cause peers and subordinates to question
decisions and lose faith in leadership. In addition, it can cause
even the most confident individuals to doubt their own skillset and
qualifications. Many organizations have turned to training to solve
this complex issue. Yet still, other organizations have created and
filled diversity and inclusion positions to tackle the issue. The
effects of these poorly implemented programs are highlighted during
strenuous times such as the latest COVID-19 pandemic. Marginalized
people are more marginalized, and resources and support do not
reach everyone. Tasks such as providing technical support,
conducting large group meetings, or distributing work obligations
without seeing employees on a daily basis becomes more challenging.
Complex problems cannot be solved with simple solutions. Using
organization development (OD) to develop a comprehensive change
initiative can help. This book outlines how properly conducting an
OD change initiative can effectively increase an organization's
diversity and inclusion -- it is grounded in research-based
literature on diversity and OD principles. Many organizational
leaders realize the key importance of diversity, equity, inclusion
and multiculturalism in modern organizations. It is only through
such efforts can organizations thrive in a networked world where
much work is done virtually-and often across borders. But a common
scenario is that leaders, recognizing the need for a diversity
program, will pick someone from the organization to launch it.
Perhaps the person identified for this challenge is in the HR
department but has had no experience in launching diversity
efforts-or even in managing large-scale, long-term, organization
wide change efforts. But these are the challenges to be faced. This
book quickly identifies some reasons why diversity programs fail
and how to avoid those failures. The majority of the book
highlights how to use OD to improve organization culture and
processes to not only increase diversity and inclusion but develop
overall organization talent and prevent personal preferences and
biases from hindering the selection of the best talent for
positions.
Process consultation, invented by Edgar Schein, is both a skill and
an organization development change effort. As a skill, process
consultation means the ability to observe and provide feedback
about small group dynamics to a work group about how well group
members interact and how to improve that interaction. Just as
facilitators devote their time to (in one word) asking, process
consultants devote their time to (in one word) watching-at an
expert level. As a change effort, process consultation is a
concerted effort to help members of a group work together more
effectively. For that reason, the word "process" in this context
should be interpreted to mean "interpersonal interaction in small
groups." Historically, process consultation has focused attention
on face-to-face groups and their group dynamics. But times are
changing. More work is done online or in blended (online and
onsite) groups than face-to-face alone. A 2017 survey of over
25,000 workers in 12 countries revealed that 62% of global workers
are now working flexibly-with some residential work and some
virtual work. The same survey found that workers believe that
flexible work arrangements make them more productive and that 48%
of survey respondents reported that their virtual interactions
include representatives of other cultures. It is true that, for
workers who can discipline themselves and manage distractions at
home, virtual work can be more productive when commuting time is
eliminated and workplace distractions are minimized. Virtual work
has the advantage of reducing the need for childcare, slashing work
wardrobe costs, and cutting unproductive, stressful commuting time.
Despite how modes of working together have changed over the
years-ranging from face-to-face to some degree of virtual (video
conference, audio conference, print-only collaboration, and many
blended combinations)-and the growing need for finding ways to help
people work together more effectively, there has been no practical
guideline of process consultation in a virtual or mixed work
setting since Schein's process consultation initially focused on
group dynamics in face-to-face settings. Therefore, this book aims
to provide practical approaches to process consultation, helping
group members discover more effective ways of working together in
blended virtual/residential and cross-cultural settings.
Essentially, this book provides a practical, how-to guide for
virtual coaching, using step-by-step procedural approaches, cases,
and helpful platforms/technologies and tools. It also provides
information about how to use technology to support the process of
improving virtual or mixed group relationship.
Process consultation, invented by Edgar Schein, is both a skill and
an organization development change effort. As a skill, process
consultation means the ability to observe and provide feedback
about small group dynamics to a work group about how well group
members interact and how to improve that interaction. Just as
facilitators devote their time to (in one word) asking, process
consultants devote their time to (in one word) watching-at an
expert level. As a change effort, process consultation is a
concerted effort to help members of a group work together more
effectively. For that reason, the word "process" in this context
should be interpreted to mean "interpersonal interaction in small
groups." Historically, process consultation has focused attention
on face-to-face groups and their group dynamics. But times are
changing. More work is done online or in blended (online and
onsite) groups than face-to-face alone. A 2017 survey of over
25,000 workers in 12 countries revealed that 62% of global workers
are now working flexibly-with some residential work and some
virtual work. The same survey found that workers believe that
flexible work arrangements make them more productive and that 48%
of survey respondents reported that their virtual interactions
include representatives of other cultures. It is true that, for
workers who can discipline themselves and manage distractions at
home, virtual work can be more productive when commuting time is
eliminated and workplace distractions are minimized. Virtual work
has the advantage of reducing the need for childcare, slashing work
wardrobe costs, and cutting unproductive, stressful commuting time.
Despite how modes of working together have changed over the
years-ranging from face-to-face to some degree of virtual (video
conference, audio conference, print-only collaboration, and many
blended combinations)-and the growing need for finding ways to help
people work together more effectively, there has been no practical
guideline of process consultation in a virtual or mixed work
setting since Schein's process consultation initially focused on
group dynamics in face-to-face settings. Therefore, this book aims
to provide practical approaches to process consultation, helping
group members discover more effective ways of working together in
blended virtual/residential and cross-cultural settings.
Essentially, this book provides a practical, how-to guide for
virtual coaching, using step-by-step procedural approaches, cases,
and helpful platforms/technologies and tools. It also provides
information about how to use technology to support the process of
improving virtual or mixed group relationship.
Organizations are under pressure to build and sustain competitive
advantage with and through people. For that reason, managers
continue to demand results from workers and look for as many ways
as possible to increase productivity and decrease the costs of
doing business. Human performance improvement (HPI) is a systematic
approach to securing better performance from people. This book
provides a thorough overview of the theory and practice of HPI,
looking at the long-term action plan and specific interventions
that can improve productivity and address performance problems.
This new edition provides up-to-date references and sources,
examines the manager's role in HPI in more detail than previous
editions, and explores how to build on human performance
improvement strengths and opportunities. Written by a group of
highly respected authors in the field, this book will show you how
to discover and analyze performance gaps, plan for future
improvements in human performance, and design and develop
cost-effective interventions to close performance gaps. HPI is not
a tool reserved exclusively for training and development
practitioners, human resource specialists, or external consultants.
Almost anyone can use it, including managers, supervisors, and even
employees, making this book vital reading for anyone looking to
improve human performance.
To effectively adapt and thrive in today's business world,
organizations need to implement effective organizational
development (OD) interventions to improve performance and
effectiveness at the individual, group, and organizational levels.
OD interventions involve people, trust, support, shared power,
conflict resolution, and stakeholders' participation, just to name
a few. OD interventions usually have broader scope and can affect
the whole organization. OD practitioners or change agents must have
a solid understanding of different OD interventions to select the
most appropriate one to fulfill the client's needs. There is
limited precise information or research about how to design OD
interventions or how they can be expected to interact with
organizational conditions to achieve specific results. This book
offers OD practitioners and change agents a step-by-step approach
to implementing OD interventions and includes example cases,
practical tools, and guidelines for different OD interventions. It
is noteworthy that roughly 65% of organizational change projects
fail. One reason for the failure is that the changes are not
effectively implemented, and this book focuses on how to
successfully implement organizational changes. Designed for use by
OD practitioners, management, and human resources professionals,
this book provides readers with OD basic principles, practices, and
skills by featuring illustrative case studies and useful tools.
This book shows how OD professionals can actually get work done and
what the step-by-step OD effort should be. This book looks at how
to choose and implement a range of interventions at different
levels. Unlike other books currently available on the market, this
book goes beyond individual, group, and organizational levels of OD
interventions, and addresses broader OD intervention efforts at
industry and community levels, too. Essentially, this book provides
a practical guide for OD interventions. Each chapter provides
practical information about general OD interventions, supplies best
practice examples and case studies, summarizes the results of best
practices, provides at least one case scenario, and offers at least
one relevant tool for practitioners.
Evaluating organization development (OD) and change is critical for
any executive team, project manager, or consultant who wants to see
the change effort sustain and successfully evolve. Evaluation can
be the key to enacting real change that makes sense to the team,
your customers, and your stakeholders while seeing your strategic
plan make crucial differences. The process of evaluation is often
missing from change initiatives, and many previous books have
glossed over the topic, but Evaluating Organization Development:
How to Ensure and Sustain the Successful Transformation makes
planning, implementing, and then assessing your change efforts
simple. With handy "how-to" lessons, pull-out tools that are ready
to use, and case studies that guide the implementation of each
step, your team will be able to show the impact and justify the
resources for each project. In addition, your team benefits from
this step-by-step guide because they too will now understand their
role and be connected to meeting the challenge of each metric. When
the team understands the goal and how to achieve it, everyone wins.
Evaluating organization development (OD) and change is critical for
any executive team, project manager, or consultant who wants to see
the change effort sustain and successfully evolve. Evaluation can
be the key to enacting real change that makes sense to the team,
your customers, and your stakeholders while seeing your strategic
plan make crucial differences. The process of evaluation is often
missing from change initiatives, and many previous books have
glossed over the topic, but Evaluating Organization Development:
How to Ensure and Sustain the Successful Transformation makes
planning, implementing, and then assessing your change efforts
simple. With handy "how-to" lessons, pull-out tools that are ready
to use, and case studies that guide the implementation of each
step, your team will be able to show the impact and justify the
resources for each project. In addition, your team benefits from
this step-by-step guide because they too will now understand their
role and be connected to meeting the challenge of each metric. When
the team understands the goal and how to achieve it, everyone wins.
Although the theory and methods of organization development (OD)
assessment and diagnosis have been covered in other books, there is
a lack of practitioner-focused guides that introduce real-world
case studies and tools rooted in the methodology. This book will
fill that gap, providing practical perspective and insight from
practitioners and consultants currently practicing OD assessment
and diagnosis. Organization Development (OD) differs from
management consulting in that OD assessment and diagnosis is not a
prescriptive consulting engagement. Instead, OD methods include
engaging clients to build change leadership initiatives customized
to their particular situation. OD is not about a consultant telling
a client company what to do. It is about an OD professional guiding
client companies on their journey towards the best end point for
their particular situation. This book will address that journey.
The theory and foundational principles of OD are covered, but the
primary focus is on providing practical applications to businesses.
While the book is grounded in sound academic theory, its strength
is its practitioner-focused methodology containing vignettes and
tools that individuals can use to help guide the assessment and
diagnosis efforts in their own or their client organizations.
Organizational Development (OD) consultants often face dilemmas
when they market their services because there is a gap between
clients' expectation and the actual role of OD consultants. This
book is about how to overcome that dilemma by finding effective
marketing strategies for a different approach to consulting.
Marketing Organization Development: A How-To Guide for OD
Consultants focuses on the challenges faced by internal and
external consultants in marketing and selling their services. By
distinguishing between performance consulting and Organization
Development (OD) consulting, this book demonstrates why marketing
and selling OD consulting services are unique. This book meets not
only unique OD consultants' needs by reflecting the philosophical
background of OD and unique marketing challenges but the needs of
Human Resource Development (HRD) managers' need who are interested
in promoting or selling their change interventions within their
organizations. This comprehensive book: Reviews important terms and
popular tools used in the marketing process and outlines the many
roles a consultant must fill to obtain and keep the business (i.e.,
marketer, salesperson, brand manager, account management)
.Describes the criteria for self-evaluation as an OD consultant. It
examines how to identify your strengths and the competencies you
need to develop based on OD competencies. Provides an introduction
to actionable steps and resources for organization development,
change management, and performance management consultants to
evaluate unmet needs and opportunities through a niche market for
consulting services. Covers how to communicate value to your target
customers and how to brand your service. Describes various channels
of OD marketing such as viral, word of mouth, and social media
marketing. . Reviews selling tactics for l your consulting service
and discusses the importance of having a defined sales process to
which you adhere.
Organizations are under pressure to build and sustain competitive
advantage with and through people. For that reason, managers
continue to demand results from workers and look for as many ways
as possible to increase productivity and decrease the costs of
doing business. Human performance improvement (HPI) is a systematic
approach to securing better performance from people. This book
provides a thorough overview of the theory and practice of HPI,
looking at the long-term action plan and specific interventions
that can improve productivity and address performance problems.
This new edition provides up-to-date references and sources,
examines the manager's role in HPI in more detail than previous
editions, and explores how to build on human performance
improvement strengths and opportunities. Written by a group of
highly respected authors in the field, this book will show you how
to discover and analyze performance gaps, plan for future
improvements in human performance, and design and develop
cost-effective interventions to close performance gaps. HPI is not
a tool reserved exclusively for training and development
practitioners, human resource specialists, or external consultants.
Almost anyone can use it, including managers, supervisors, and even
employees, making this book vital reading for anyone looking to
improve human performance.
Organizational Development (OD) consultants often face dilemmas
when they market their services because there is a gap between
clients' expectation and the actual role of OD consultants. This
book is about how to overcome that dilemma by finding effective
marketing strategies for a different approach to consulting.
Marketing Organization Development: A How-To Guide for OD
Consultants focuses on the challenges faced by internal and
external consultants in marketing and selling their services. By
distinguishing between performance consulting and Organization
Development (OD) consulting, this book demonstrates why marketing
and selling OD consulting services are unique. This book meets not
only unique OD consultants' needs by reflecting the philosophical
background of OD and unique marketing challenges but the needs of
Human Resource Development (HRD) managers' need who are interested
in promoting or selling their change interventions within their
organizations. This comprehensive book: Reviews important terms and
popular tools used in the marketing process and outlines the many
roles a consultant must fill to obtain and keep the business (i.e.,
marketer, salesperson, brand manager, account management)
.Describes the criteria for self-evaluation as an OD consultant. It
examines how to identify your strengths and the competencies you
need to develop based on OD competencies. Provides an introduction
to actionable steps and resources for organization development,
change management, and performance management consultants to
evaluate unmet needs and opportunities through a niche market for
consulting services. Covers how to communicate value to your target
customers and how to brand your service. Describes various channels
of OD marketing such as viral, word of mouth, and social media
marketing. . Reviews selling tactics for l your consulting service
and discusses the importance of having a defined sales process to
which you adhere.
This book provides a guide to the process of accrediting training
programs, sets out how to achieve consistent measurement of the
results of training, and explains why accreditation is critical for
capturing and developing today's workers' skills, aiding retention,
and boosting strategic organizational credibility with millennials.
Workplace and executive training is a multi-billion dollar industry
and yet an enormous percentage of that budget is spent on programs
that have never been rigorously examined to ensure that they are
fit for purpose and deliver value for the money. If you're signing
off on that budget, or asking your people to spend time on training
programs, shouldn't that concern you? Training accreditation offers
vital quality assurance, ensures global consistency of results and
delivers accountability for learning and performance outcomes.
Apart from delivering better results and greater ROI, organizations
can differentiate themselves from their competitors in the
employment marketplace by offering accredited proprietary training.
After all, digital natives, and indeed all of today's most talented
potential employees, expect (and increasingly demand) the high
quality, engaging and transferable employee development that only
accredited programs can deliver. Aligning with the standards set by
the International Association of Continuing Education and Training
(IACET) - today's premier accreditation body for training programs
- the authors offer principles for quality program structure,
delivery, and improvement needed to achieve accreditation. They
share practices used by high quality training program managers
today, covering business alignment and program administration along
with the planning, design, delivery and evaluation of learning
systems.
Although the theory and methods of organization development (OD)
assessment and diagnosis have been covered in other books, there is
a lack of practitioner-focused guides that introduce real-world
case studies and tools rooted in the methodology. This book will
fill that gap, providing practical perspective and insight from
practitioners and consultants currently practicing OD assessment
and diagnosis. Organization Development (OD) differs from
management consulting in that OD assessment and diagnosis is not a
prescriptive consulting engagement. Instead, OD methods include
engaging clients to build change leadership initiatives customized
to their particular situation. OD is not about a consultant telling
a client company what to do. It is about an OD professional guiding
client companies on their journey towards the best end point for
their particular situation. This book will address that journey.
The theory and foundational principles of OD are covered, but the
primary focus is on providing practical applications to businesses.
While the book is grounded in sound academic theory, its strength
is its practitioner-focused methodology containing vignettes and
tools that individuals can use to help guide the assessment and
diagnosis efforts in their own or their client organizations.
In a tumultuous global business environment, change is a constant.
Organizations are effected by many factors from the local economy
to global competition. To be successful they must do more than
react to changes, they need to be proactive. Organization
Development Fundamentals provides a starting point for those
interested in learning more about taking this proactive approach.
The authors explore the many facets of organization development and
change management, including the theories, models, and steps
necessary to complete the process. This is a perfect resource for
professionals who are just starting out in the OD field or who want
to brush-up on the basics. After reading this book, you will be
able to: Define organization development and change management.
Implement a change effort. Understand the competencies required of
successful change agents. Recognize and solve ethical dilemmas
related to change.
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