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change management pulse survey: Leading and Implementing Business Change Management David J. Jones, Ronald J. Recardo, 2013-07-18 Being change capable is the new normal for today’s growth-minded organizations. The do more with less strategies of the past are no longer effective in preparing organizations to meet the increasing challenges for growth, competitiveness and innovation required of them in this new era. Business change challenges including customer and market shifts, legal and regulatory requirements, strategic redirection, acquisitions, strategic partnerships, and cultural transformation are demanding that organizations effectively and efficiently manage change across multiple dimensions. To reach this level of change capability, organizations must adopt an integrated, balanced and customized approach to change management. Change management is addressed from the unique perspective of both its foundational concepts as well as practical application. Using an integrated, scalable and flexible framework, this book provides tools which can be readily customized and applied to initiatives across or within stages of the business change management lifecycle, from assessing the need for change, through planning the change initiative, designing a balanced change solution which integrates the people, process, and project management elements, through deploying and institutionalizing the change. Common risks associated with failed or stalled change initiatives are presented with best practices and key topics associated with change management are explored and illustrated through real-life case studies. Aimed at both the professionals within organizations and post graduate students and researchers within business strategy, organizational behaviour and change management disciplines, this book will provide a conceptual understanding of change management and a roadmap with a supporting toolbox for leading and implementing change that sticks. |
change management pulse survey: Change Management Frank Voehl, H. James Harrington, 2017-11-13 Change Management: Manage Change or It Will Manage You represents a substantial core guidance effort for Change Management practitioners. Organizations currently contend with increasingly higher levels of knowledge-driven competition. Many attempt to meet the challenge by investing in expensive knowledge-driven change management systems. Such syste |
change management pulse survey: It's the Manager Jim Clifton, Jim Harter, 2019-05-07 Who will lead your workforce during rapid change? Gallup research reveals: It’s the manager. While the world’s workplace has been going through historic change, the practice of management has been stuck in time for decades. The new workforce — especially younger generations — wants their work to have deep mission and purpose. They don’t want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently and develop their strengths. Who is the most important person in your organization to lead your teams through these changes? Decades of global Gallup research reveal: It’s your managers. They are the ones who make or break your organization’s success. Packed with 52 discoveries from Gallup’s largest study of the future of work, It’s the Manager shows leaders and managers how to adapt their organizations to rapid change — from new workplace demands to the challenges of managing remote employees, the rise of artificial intelligence, gig workers, and attracting and keeping today’s best employees. Great managers maximize the potential of every team member and drive your organization’s growth. And they give every one of your employees what they want most: a great job and a great life. This is the future of work. It’s the Manager includes a unique code to take the CliftonStrengths assessment, which reveals your top five strengths, as well as supplemental content available on Gallup’s online workplace platform. |
change management pulse survey: The Hard and Soft Sides of Change Management Kathryn Zukof, 2021-03-23 Change isn’t going anywhere. Learn how to manage it. We live in a wild world of volatility, unpredictability, chaos, and ambiguity, with change seemingly as the only constant. Change can be difficult. It often induces resistance, panic, and fatigue. And, as you may expect or have experienced first-hand, many organizations aren’t handling change all that well, with many efforts resulting in failure. What you may not realize, however, is that some workplace change initiatives are stunning successes, rolling out smoothly and more easily embraced. Why do some change initiatives fail while others succeed? How can organizations and employees handle change better? In The Hard and Soft Sides of Change Management, Kathryn Zukof offers practices and approaches to help you and your organization roll out, receive, and manage change effectively. Namely, Zukoff shows that you need to manage the process (or the “hard”) side and the people (or the “soft”) side of change and find the sweet spot between the two. She demonstrates that when you integrate both sides, you and your organization can make change less of a hit-or-miss affair. Successful change management means deploying sound project management techniques that increase the odds of achieving the outcomes of your change initiative. It also means helping employees understand the need and vision for change, so they feel less threatened by it and become excited and energized by what’s ahead. To deliver best results, you need to: Define the change and how to get there—with project charters and plans. Involve the right people in the right ways—from dedicated change teams to affected stakeholders. Build support, understanding, and awareness—with communication, training, and resistance management plans. Assess progress and adjust along the way—through action reviews and steps to tackle thorny issues. Capturing the inherently messy nature of workplace change—from technology implementations, mergers and acquisitions, and business transformations to office relocations and more—this book offers tangible insights to help you and your organization tackle change challenges. Follow the book’s tools and practices to lessen the messy and objectionable parts of change and actively give your change initiatives the best chance for positive outcomes. |
change management pulse survey: Breaking the Cycle of Failed Change Management Jen Stanford, 2016-11-01 Research has shown that 75 percent of major change initiatives fail. “Breaking the Cycle of Failed Change Management” helps you ensure that your change effort is one of the 25 percent that succeed. Find out why change management efforts fail, how to determine that your organization is change ready, and what you can do to involve everyone in the change initiative. This TD at Work offers tips and techniques for getting your staff ready for change, communicating clearly about the change, and making the work meaningful to the entire team. In this issue, you will find: · six steps for managing change · suggestions for improving listening skills · examples of successful change initiatives · a change readiness assessment · tips for implementing change. |
change management pulse survey: Understanding the Theory of Change Management Frameworks for Effective Organizational Transformation Sam Morgan, 2024-11-14 Explore the fundamentals of effective change with Understanding the Theory of Change Management Frameworks for Effective Organizational Transformation. This comprehensive guide delves into the theory of change management, providing frameworks and models that facilitate successful organizational transformation. Learn about strategic planning, the role of leadership, and effective implementation strategies that drive change. This book is essential for anyone looking to enhance their understanding of change processes and foster a culture of adaptability within their organization. |
change management pulse survey: The Effective Change Manager's Handbook Richard Smith, David King, Ranjit Sidhu, Dan Skelsey, APMG, 2014-11-03 The Effective Change Manager's Handbook helps practitioners, employers and academics define and practise change management successfully and develop change management maturity within their organization. A single-volume learning resource covering the range of knowledge required, it includes chapters from established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. The Effective Change Manager's Handbook covers the whole process from planning to implementation, offering practical tools, techniques and models to effectively support any change initiative. The editors of The Effective Change Manager's Handbook - Richard Smith, David King, Ranjit Sidhu and Dan Skelsey - are all experienced international consultants and trainers in change management. All four editors worked on behalf of the Change Management Institute to co-author the first global change management body of knowledge, The Effective Change Manager, and are members of the APMG International examination panel for change management. |
change management pulse survey: Designing and Using Organizational Surveys Allan H. Church, Janine Waclawski, 2017-09-29 Organizational surveys are widely recognized as a powerful tool for measuring and improving employee commitment. If poorly designed and administered, however, they can create disappointment and cynicism. There are many excellent books on sampling methodology and statistical analysis, but little has been written so far for those responsible for designing and implementing surveys in organizations. Now Allan H Church and Janine Waclawski have drawn on their extensive experience in this field to develop a seven-step model covering the entire process, from initiation to final evaluation. They explain in detail how to devise and administer different types of organizational surveys, leading the reader systematically through the various stages involved. Their text is supported throughout by examples, specimen documentation, work sheets and case studies from a variety of organizational settings. They pay particular attention to the political and human sensitivities concerned and show how to surmount the many potential barriers to a successful outcome. Designing and Using Organizational Surveys is a highly practical guide to one of the most effective methods available for organizational diagnosis and change. |
change management pulse survey: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
change management pulse survey: Employee Surveys and Sensing William H. Macey, Alexis A. Fink, 2020 This well-rounded presentation of the opportunities and challenges in conducting employee surveys or gathering sensing data brings together experts in employee surveys, employee engagement, organizational culture and climate, and research methodology. Coverage includes traditional survey approaches updated for changes in technology and employer concerns for continuous listening, as well as treatment of ambient sensing approaches and current thinking regarding applications of artificial intelligence. The book will be relevant to the professional community as well HR practitioners looking for critical background information on issues related to employee listening. |
change management pulse survey: Making Sense of Change Management Esther Cameron, Mike Green, 2015-03-03 The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them. This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change. |
change management pulse survey: Style Joseph Bizup, Joseph M.. Williams, 2013-11-01 Engaging and direct, Style: Lessons in Clarity and Grace is the guidebook for anyone who wants to write well. Williams' and Bizup's clear, accessible style models the kind of writing that audiences-both in college and after-will admire. The principles offered here help writers understand what readers expect and encourage writers to revise to meet those expectations more effectively. This book is all you need to understand the principles of effective writing. |
change management pulse survey: Strategic University Management Loren Falkenberg, M. Elizabeth Cannon, 2020-11-09 Universities are being buffeted by multiple disruptive trends, including increased competition for both funding and students, as well as from new institutions that are nimbler and more responsive to the external environment. To survive this reality, university leaders must engage in effective strategic planning that cascades from the president or vice-chancellor’s office to individual faculty and staff. Outcomes of an effective institutional strategy are the alignment of resource allocation with strategic goals, and the facilitation of clear and transparent decision-making for new program development, research capacity growth, and infrastructure investment. With increasing expectations for university leaders to engage in strategic planning, Strategic University Management: Future Proofing Your Institution provides a practical framework for managing the process and delivering results. This book illustrates that the inherent weaving of strategic planning and organizational culture through engaged consultation facilitates a culture of responsiveness, rather than complacency. Providing an in depth overview of the value strategy can create in universities, it provides a framework for initiating, implementing and assessing strategic planning in a university setting that will make it valuable to researchers, academics, university leaders, and students in the fields of strategic planning, organizational studies, leadership, and higher education management. |
change management pulse survey: Closing the Engagement Gap Julie Gebauer, Don Lowman, Joanne Gordon, 2008 When people are truly engaged in their work they give more discretionary effort' and make a huge difference to their company. They ask, 'What's in it for us?' instead of 'What's in it for me?'. Yet an engaged workforce is as rare as it is valuable. This groundbreaking global study shows that most people are not engaged and don't contribute as much value as they could - not because they're lazy, but because their managers don't know how to draw the best out of them. Using real-world examples, the authors show that consistently better engagement really is possible.' |
change management pulse survey: Project Management Theory and Practice, Third Edition Gary L. Richardson, Brad M. Jackson, 2018-07-27 Project Management: Theory and Practice, Third Edition gives students a broad and real flavor of project management. Bringing project management to life, it avoids being too sterilely academic and too narrowly focused on a particular industry view. It takes a model-based approach towards project management commonly used in all industries. The textbook aligns with the latest version of the Project Management Institute’s Project Management Body of Knowledge (PMBOK®) Guide, which is considered to be the de facto standard for project management. However, it avoids that standard’s verbiage and presents students with readable and understandable explanations. Core chapters align with the Project Management Institute’s model as well as explain how this model fits real-world projects. The textbook can be used as companion to the standard technical model and help those studying for various project management certifications. The textbook takes an in-depth look at the following areas important to the standard model: Work Breakdown Structures (WBS) Earned Value Management (EVM) Enterprise project management Portfolio management (PPM) Professional responsibility and ethics Agile life cycle The text begins with a background section (Chapters 1–9) containing material outside of the standard model structure but necessary to prepare students for the 10 standard model knowledge areas covered in the chapters that follow. The text is rounded out by eight concluding chapters that explain advanced planning approaches models and projects’ external environments. Recognizing that project management is an evolving field, the textbook includes section written by industry experts who share their insight and expertise on cutting-edge topics. It prepares students for upcoming trends and changes in project management while providing an overview of the project management environment today. In addition to guiding students through current models and standards, Project Management: Theory and Practice, Third Edition prepares students for the future by stimulating their thinking beyond the accepted pragmatic view. |
change management pulse survey: Technology Optimization and Change Management for Successful Digital Supply Chains Sabri, Ehap, 2019-03-01 Companies across different industries are launching technology-enabled (digital) business transformation programs to improve their strategic, tactical, and operational supply chain processes. The greatest challenges that they are facing include the lack of preparation and knowledge of the digital transformation life cycle and poorly addressing or neglecting the “people-related” aspects of them. Therefore, improvement initiatives have been short-lived or incomplete, and expected business benefits have not been achieved or materialized. Technology Optimization and Change Management for Successful Digital Supply Chains is a pivotal reference source that provides vital research on the application of digital business transformation programs to improve strategic, tactical, and operational supply chain processes. While highlighting topics such as maturity models, predictive analysis, and communication planning, this publication explores the limited literature in the field of digital supply chain optimization and business transformation, and complements it with practical and proven tactics from the industry. This book is ideally designed for program managers, engineers, students, and practitioners seeking current research on the field’s latest best practices on digital supply chain enablement. |
change management pulse survey: Fundamentals of Organizational Behaviour Chia-Yu Kou-Barrett, 2024-03-03 Obtain real-world knowledge of organizational behaviour to better understand people within organizations and make businesses operate more effectively. Fundamentals of Organizational Behaviour is a hands-on and streamlined textbook exploring an area that can at times seem challenging and abstract. It covers key areas including individual differences at work, motivation, leadership styles and conflict and negotiation, without assuming students' prior knowledge or working experience. It also explores cutting edge topics such as the implications of technology and remote working on workplace behaviour. This new textbook examines power, status and political behaviours, organizational change and culture and organizational structure and design. It includes real-world examples throughout and is supported by a range of features including learning outcomes, key concepts and terminology boxes and reflective exercises to aid professional development. Fundamentals of Organizational Behaviour is an essential resource for masters level and upper-level undergraduate students on HRM and Management degrees, taking modules on Organizational Behaviour. |
change management pulse survey: Advanced Fire & Emergency Services Administration with Navigate Advantage Access Randy R Bruegman, 2022-12-06 Advanced Fire and Emergency Services Administration, Second Edition includes all of the information necessary to provide the current or future chief officer with the knowledge to lead and prepare their organization while making the necessary shifts to be relevant and sustainable in the future. The text is designed to be a progressive primer for students who are seeking more knowledge about fire and emergency service administration. It demonstrates the importance of the following skills necessary to manage and lead a fire and emergency services department through the challenges and changes of the 21st century: Persuasion and influence Accountable budgeting Anticipation of challenges and the need for change Using specific management tools for analyzing and solving problems With Advanced Fire and Emergency Services Administration, Second Edition, learners will see first hand how the leader of a fire and emergency services department develop internal and external cooperative skills to cr |
change management pulse survey: Change 2.0 Joachim Klewes, Ralf Langen, 2008-01-25 Consultants from Pleon, Europe's leading communications agency, as well as managers and academics, share their experience with change communication. They offer valuable insights on what engagement, if tackled correctly, can do for organizations, adding both to internal trust and external reputation. Change before you have to - the advice by Jack Welch, former CEO of General Electric, still holds true today. Organizations have to face change if they want to succeed economically. |
change management pulse survey: Communication and Organizational Changemaking for Diversity, Equity, and Inclusion Bobbi J. Van Gilder, Jasmine T. Austin, Jacqueline S. Bruscella, 2023-11-03 This book explores the opportunities, challenges, and effective approaches to organizational change regarding diversity, equity, inclusion, and belonging. Featuring application-based case studies and practical guidelines for meaningful organizational change, this book problematizes some of the current DEI initiatives in today’s organizations. It examines multiple forms of diversity (e.g., race, age, and mental health) from a variety of perspectives (e.g., leadership and employee), with case studies that demonstrate how changemaking efforts can be reimagined and implemented in better, more nuanced, and more sustainable ways to produce meaningful organizational change. Through these case studies, readers learn from organizations’ successes and failures in their attempts to implement DEI practices. Each chapter concludes with explicit practical implications and/or actionable recommendations for organizational changemaking. This text will make an impactful addition to courses in communication and diversity or organizational communication/change at the advanced undergraduate or graduate level, and will be an essential guide for professionals wishing to lead change in their organizations. |
change management pulse survey: Sourcing World Lukas Morscher, Ole Horsfeldt, 2012 |
change management pulse survey: Lean Change Management Jason Little, 2014-10-03 Change resistance is a natural reaction, when you don’t involve the people affected by the change in the design of the change. This book will help you implement successful change and bypass change resistance by co-creating change. The book will do that through examples of how innovative practices can dramatically improve the success of change programs. These practices combine ideas from the Agile, Lean Startup, change management, organizational development and psychology communities. This book will change how you think about change.-- |
change management pulse survey: Optimal Management Strategies in Small and Medium Enterprises Vemi?, Milan B., 2017-01-18 Business sustainability is becoming increasingly difficult amongst the demands of today’s markets. By implementing new and dynamic practices, organizations can optimize their day-to-day operations and improve competitive advantage. Optimal Management Strategies in Small and Medium Enterprises is a key source on the latest innovations in enhancing all main management functions, such as working capital and marketing, and examines how to implement sustainable business management practices. Featuring extensive coverage across a range of relevant perspectives and topics, such as human resources development, market orientation, and knowledge management, this book is ideally designed for business managers, professionals, graduate students, and researchers working in the field of smaller-scale business development initiatives. |
change management pulse survey: How Successful Organizations Implement Change Emad E. Aziz, Wanda Curlee, 2017-10-02 The only constant is change—especially in today's business environment. Increasing globalization and the rise of new markets and technologies are forcing companies to compete in a more turbulent world than ever. To survive and thrive, organizations must be able to continuously evolve. Unfortunately, people tend to resist change. Uncertainty can be daunting, and people generally prefer to keep doing what they already know, avoiding unfamiliar situations, particularly in their work. The good news is that change can be managed using the same processes many organizations already use in their day-to-day project management activities. After all, every project results in some type of change to an organization. Building on the Project Management Institute's Managing Change in Organizations: A Practice Guide, and drawing on the project management expertise of a wide variety of authors, How Successful Organizations Implement Change explains the critical aspects of the change management process and outlines the methods that project, program, and portfolio managers can utilize to bring effective change in a complex and transient business context. For practitioners who are directly leading the change effort as well as those affected by it; for executives formulating strategies, even those managing operations; and for academics researching or teaching others about organizational change management, the examples provided in this book cover a broad range of industries and areas of business. How Successful Organizations Implement Change combines the change management knowledge of experts, academics, researchers, and practitioners with tools, processes, and templates, all of which make this volume a valuable resource, a must-have, for leaders of change in organizations. |
change management pulse survey: Guidelines for Achieving Project Management Success Gary L. Richardson, Deborah Sater Carstens, 2021-12-15 This book is designed to be a quick guidelines-oriented approach to the topic of project management. It contains the essential management practices required to produce successful project outcomes. Guidelines for Achieving Project Management Success helps the non-technical reader who might have been originally put off by a more robust treatment of project management. It uses the 80/20 rule where 80% of the project management problem may originate from just 20% of the cause. The book includes easy to understand examples illustrating key topics and offers advice and references for further reading. The book also helps the reader on how to define what the target is with the project and how to execute it to get the desired results. The primary audience is individuals who are seeking a readable description of the project management processes. The book is also useful for an academic program where project management is secondary to the primary topic. |
change management pulse survey: Change Management in Information Organizations Zhixian Yi, 2024-09-10 Against the background of the acceleration of change caused by the COVID-19 pandemic, Change Management in Information Organizations presents topics in change management for information organizations that are of practical help for rapidly adapting to, and managing, changing circumstances. As organizations re-examine practices, services and resources, and innovate for competitive advantage, the book offers theoretical and evidence-based material: including empirical research and insights from academic library directors. It introduces fundamental concepts of change management enabling professionals to conceptualize, plan, set up, carry out and evaluate change. Across twelve chapters, this book provides a solution for those managing change in information organizations, bringing them up to speed on models, approaches and methods of change management. The book enables information professionals, academic librarians, archivists, museum specialists, library managers and administrators, university administrators, and graduate students in library and information science to successfully negotiate the new realities. - Presents key topics in change management for information organizations - Gives empirical insights into the process of change management for information organizations - Offers a good understanding of approaches and methods for conceptualizing, planning, carrying out and evaluating change - Provides methods and approaches to assess the effectiveness of change management - Concentrates on the unique situation and needs of change in information organizations |
change management pulse survey: Making Computerized Provider Order Entry Work Philip Smith, 2012-09-18 Despite all the jokes about the poor quality of physician handwriting, physician adoption of computerized provider order entry (CPOE) in hospitals still lags behind other industries’ use of technology. As of the end of 2010, less than 22% of hospitals had deployed CPOE. Yet experts claim that this technology reduces over 80% of medication errors and could prevent an estimated 522,000 serious medication errors annually in the US. Even though the federal government has offered $20 billion dollars in incentives to hospitals and health systems through the 2009 stimulus (the ARRA HITECH section of the American Recovery and Reinvestment Act of 2009), many organizations are struggling to implement advanced clinical information systems including CPOE. In addition, industry experts estimate that the healthcare industry is lacking as many as 40,000 persons with expertise in clinical informatics necessary to make it all happen by the 2016 deadline for these incentives. While the scientific literature contains numerous studies and stories about CPOE, no one has written a comprehensive, practical guide like Making CPOE Work. While early adopters of CPOE were mainly academic hospitals, community hospitals are now proceeding with CPOE projects and need a comprehensive guide. Making CPOE Work is a book that will provide a concise guide to help both new and experienced health informatics teams successfully plan and implement CPOE. The book, in a narrative style, draws on the author's decade-long experiences of implementing CPOE at a variety of academic, pediatric and community hospitals across the United States. |
change management pulse survey: Disrupting Human Resources Talent Rules Ganesh Shermon, 2016-12-07 Human Resources Disrupted!. This book is a detailed analysis of what causes HR disruptions, in both positive and negative ways. It is about CEO and CHRO's role and their influence in building organizations or destroying value while struggling to understand digital business models, products, customers and high performing cultures. The book contains best practice examples of people disruptors, digital strategies for talent management, predictions, trends, HR functions going out of fashion, digital climate possibilities, Value based cultures, organizational design, HR tech elements, HR knowledge management, organization re roles and HR business model based structural options, detailed surveys, tests, methodologies on Talent Strategies etc. At the core Talent Rules! |
change management pulse survey: ECRM 2021 20th European Conference on Research Methods in Business and Management Dr Manuel Au-Yong-Oliveira, Prof Carlos Costa, 2021-06-07 Conference Proceedings of 20th European Conference on Research Methods in Business and Management |
change management pulse survey: Media and Change Management Matthias Karmasin, Sandra Diehl, Isabell Koinig, 2022-02-15 Change management is not just affected globally by environmental and social conditions, including political and technological changes, but also through convergence, which helps conceptualize change over the past decades. The media industry, in particular, is being challenged by the rise of social media, the crisis of refinancing especially for quality news media, the ‘misinformation epidemic’, and the changing role of legacy media. The evolving nature of media usage and communication, the rise of produsage and influencers, and intermediaries and their personalized algorithmic content are also factors that impact the industry, along with data privacy and privacy management, and the “new responsibilities” of companies such as sustainability, agility and resilience, etc. This book focuses on permanent change management in the media and related industries. It provides insights into the most common and crucial phenomena of media and change management in general, while also revealing some more specific issues brought about by technical and social innovations. The authors expand the meaning of media management beyond the management functions within the industry to include the management of different media. The book serves as a useful guide for researchers, students, and practitioners alike, as they are all affected by change processes. |
change management pulse survey: How to Make Sense of Employee Survey Results Klaus D. Mittorp, 2023-01-06 Employee surveys represent an established tool for many executives and HR professionals alike. However, there is often a lack of orientation when it comes to interpreting the results. What does a certain result mean? The same number can be excellent, good, aver-age, bad or even alarming. This is where this book comes in. It offers background information on all es-sential dimensions of a survey and provides concrete advice on interpretation. This makes it a valuable aid for all those who have to work practically with em-ployee survey results. |
change management pulse survey: Unlocking the potential within Homeland Security United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, 2005 |
change management pulse survey: Forever Recognize Others' Greatness Sarah McVanel, Brenda Zalter-Minden, 2015-12-15 According to countless engagement surveys and polls, the majority of employees today want to feel more valued and to contribute in more meaningful ways. The results of disengagement are devastating: Top talent is considering or acting on their exit plan. Employees who remain are blocked from giving their talents, passions, and virtues to their workplace. Organizations are failing to satisfy their customers and are missing opportunities to innovate and keep their business viable. It doesn't have to be this way. In this book, based on their new recognition approach, FROGTM – Forever Recognize Others' Greatness – Sarah McVanel and Brenda Zalter-Minden show what happens when leaders and employees pay close attention to the essential greatness within themselves and one another: - Employees, no matter what their skill set and across every industry, are motivated to leverage their skills and passion - Teams flourish - Top talent is retained - And the mission of the organization is achieved Using numerous examples of success from their consulting work, the authors call for a revolutionary approach to recognition that: - Is solution-focused, affirming what is already working for each and every person rather than emphasizing failures and problems - Imagines best possible scenarios for individuals, teams, and organizations - Sets a strengths-based plan for individuals, with clear next steps - Becomes a continuous process in which everyone contributes to the humanity of their workplace one positive intent at a time |
change management pulse survey: Why Should Anyone Be Led by You? Robert Goffee, Gareth Jones, 2006-02-07 Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who she is and what she stands for, and who truly inspires people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. They are skillful at consistently being themselves, even as they alter their behaviors to respond effectively in changing contexts. In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while “conforming enough.” Underscoring the social nature of leadership, the book also explores how leaders can remain attuned to the needs and expectations of followers. Why Should Anyone Be Led By You? will forever change how we view, develop, and practice the art of leadership, wherever we live and work. |
change management pulse survey: Handbook of Strategic 360 Feedback Allan H. Church, David W. Bracken, John W. Fleenor, Dale S. Rose, 2019-04-10 This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment. Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems. |
change management pulse survey: Getting Action From Organizational Surveys / Organizational Surveys Package Allen I. Kraut, 2006-02-24 The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives, and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. |
change management pulse survey: Transforming Japanese Business Anshuman Khare, Hiroki Ishikura, William W. Baber, 2019-12-06 This book explores how the business transformation taking place in Japan is influenced by the digital revolution. Its chapters present approaches and examples from sectors commonly understood to be visible arenas of digital transformation—3D printing and mobility, for instance—as well as some from not-so-obvious sectors, such as retail, services, and fintech. Business today is facing unprecedented change especially due to the adoption of new, digital technologies, with a noticeable transformation of manufacturing and services. The changes have been brought by advanced robotics, the emergence of artificial intelligence, and digital networks that are growing in size and capability as the number of connected devices explodes. In addition, there are advanced manufacturing and collaborative connected platforms, including machine-to-machine communications. Adoption of digital technology has caused process disruptions in both the manufacturing and services sectors and led to new business models and new products. While examining the preparedness of the Japanese economy to embrace these changes, the book explores the impact of digitally influenced changes on some selected sectors from a Japanese perspective. It paints a big picture in explaining how a previously manufacturing-centric, successful economy adopts change to retain and rebuild success in the global environment. Japan as a whole is embracing, yet also avoiding—innovating but also restricting—various forms of digitalization of life and work. The book, with its 17 chapters, is a collaborative effort of individuals contributing diverse points of view as technologists, academics, and managers. |
change management pulse survey: Customer Relationship Management Samit Chakravorti, 2023-02-23 Customer Relationship Management: A Global Approach provides a uniquely global, holistic, strategic and tactical grounding in managing customer and other stakeholder experiences and relationships across the value chain, cultures and countries. Reflecting the global structures of companies operating today, the author draws on his research knowledge alongside industry and teaching experience to connect Customer Relationship Management (CRM) core concepts, processes and strategies with international business opportunities and challenges, including globalization and cross-cultural marketing. Emphasis is placed on the need for developing cross-cultural skills and cultural intelligence for identifying and fulfilling cross country CRM opportunities, through analytical, strategic, operational and social CRM projects. Written in an accessible style throughout, the eleven chapters provide ample depth to support a full course related to CRM, spanning: · CRM foundations · planning and implementation · managing stakeholder relationships · improving global CRM implementation Wide-ranging case studies include: Royal Bank of Scotland, the Nike hijab, Instagram, HubSpot and the pharmaceutical industry in India. The text will appeal to advanced undergraduate and graduate students studying CRM, Relationship Marketing and International Marketing, as well as CRM and marketing practitioners. Samit Chakravorti is an Associate Professor of Marketing at Western Illinois University in the United States. |
change management pulse survey: Integrating Program Management and Systems Engineering , 2017-02-21 Integrate critical roles to improve overall performance in complex engineering projects Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient, and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by System Engineering and Program Management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule, and technical performance, and coverage of risk management throughout helps you ensure the success of your organization's own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corporate classroom, and the discussion's practical emphasis provides a direct path to implementation. The integration of management and technical work paves the way for smoother projects and more positive outcomes. This book describes the integrated goal, and provides a clear framework for successful transition. Overcome challenges and improve cost, schedule, and technical performance Assess current capabilities and build to the level your organization needs Manage risk throughout all stages of integration and performance improvement Deploy best practices for teams and systems using the most effective tools Complex engineering systems are prone to budget slips, scheduling errors, and a variety of challenges that affect the final outcome. These challenges are a sign of failure on the part of both management and technical, but can be overcome by integrating the roles into a cohesive unit focused on delivering a high-value product. Integrating Program Management with Systems Engineering provides a practical route to better performance for your organization as a whole. |
change management pulse survey: Breaking the Code of Change Nohria Beer, 2000 Organizational change may well be the most oft-repeated and widely embraced term in all of corporate America-but it is also the least understood. The proof is in the numbers: Nearly two-thirds of all change efforts fail, and they carry with them huge human and economic tolls. Lacking any overarching paradigm for change, executives of large, underperforming organizations have been left with little guidance in how to choose the strategies that will lead them to sustained success. In Breaking the Code of Change, editors Michael Beer and Nitin Nohria provide a crucial starting point on the journey toward unlocking our understanding of organizational change. The book is based on a dynamic debate attended by the leading lights in the field-including scholars, consultants, and CEOs who have led successful transformations-and presents a series of articles, written by these experts, that collectively address the question: How can change be managed effectively? Beer and Nohria organize the book around two dominant, yet opposing, theories of change-one based on the creation of economic value (Theory E), and the other on building organizational capabilities for the long haul (Theory O). Structured in an unusual and engaging point-counterpoint style, the book enlists the reader directly in the debate, providing a comprehensive overview of the strengths and weaknesses of each theory along every dimension of the change process-from motivation to leadership to compensation issues. The editors argue that the key to solving the paradox of change lies not in choosing between the two processes, but in integrating them. They identify the crucial considerations leaders must make in selecting strategies that satisfy shareholders and develop lasting organizational capabilities. With a groundbreaking conceptual framework applicable to established corporations and small organizations alike, Breaking the Code of Change is a unique and authoritative contribution to academic research and management practice on the process of organizational change. Michael Beer is the Cahners-Rabb Professor of Business Administration at Harvard Business School. Nitin Nohria is the Richard P. Chapman Professor of Business Administration at Harvard Business School. |
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.