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E-grāmata: The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement

, (Consultant, Gilroy, California, USA)
  • Formāts: 296 pages
  • Izdošanas datums: 12-Jul-2017
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781351410601
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The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and ImprovementPalielināt
  • Formāts: 296 pages
  • Izdošanas datums: 12-Jul-2017
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781351410601
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Pieters and Young, co-founders of a business consulting firm, present a systems model of the Ever-Changing Organization (ECO) to explain and evaluate an organization's capacity for learning and improvement. Includes diagnostic scales, assessment tools, and a method for choosing and implementing initiatives. Annotation c. Book News, Inc., Portland, OR (booknews.com)

If you are: overwhelmed by the amount of change and the difficulty in making it happen, finding failure - or limited success - with the implementation of changes, disappointed in the growth or financial performance of your organization, and are looking for a strategy for improving your organization's capacity for planned and proactive change, this book is for you.
The world is continuing to change at a rapid pace, while most organizations are focused on maintaining stability and certainty. The price of this growing gap is the diversion of limited resources to reactive, fire-fighting behaviors and the inability to lead and be proactive. Allowing the gap to continue to grow is the formula for failure, this book gives you the formula for success.
In The EverChanging Organization, the authors present a model of the EverChanging Organization(ECO). This is a systems model for understanding an organization's needed capacity for change in a range of change orientations from change averse to change seeking. The book includes diagnostic scales, tools for assessing need and status as an ECO, and a process for selecting and implementing change initiatives to achieve the needed capacity for change in timely and cost effective ways.

Recenzijas

"Weiss and Hartle succeed where many authors have failed: drawing the connection between individual motivation and organizational performance. Along the way, they provide clues about how to survive in this time of reorganization, renewal and culture change." -Tom Downs, Executive Vice President, Operations and Services, QVC Network, Inc.

Preface v
Acknowledgements xi
About the Authors ix
Dedications xxiii
Introduction to the Ever-Changing Organization
1(34)
Leaders and the Ever-Changing Organization
1(1)
A Snapshot Look at ECO Need and Status
2(8)
Change Keeps Coming and We're Not Prepared
10(3)
Organizational Orientation To Change
13(4)
Change Averse
14(1)
Change Resistant
14(1)
Change Managing
15(1)
Change Friendly
15(1)
Change Seeking
16(1)
Implications of Orientation to Change
16(1)
Assumptions, Behaviors, Consequences, and Change Orientation
17(4)
The ABC Model
18(3)
The Ever-Changing Organization Model
21(10)
Basis for the ECO Model
21(1)
Organizations as Systems
22(1)
Systems Model of the Ever-Changing Organization
23(8)
Implementing the ECO Model
31(4)
Environment
35(26)
Environmental Uncertainty and Change
36(2)
Organization and Environment
36(1)
Current and Future Environments and Uncertainty
37(1)
Environmental Factors Influencing Needed ECO Capability
38(20)
Rate of Technological Change
39(2)
Product/Service Life Cycles
41(3)
Rate of Market Growth
44(2)
Changing Customer Requirements and Expectations
46(2)
Competitive Situation
48(3)
Globalization of Businesses and Markets
51(3)
Applications Base of Products or Services
54(1)
Access to Information
55(1)
Environmental Impact of Business
56(2)
Acceleration and Compression of Time in High Uncertainty Environments
58(1)
Implications of Uncertainty for ECO Needs
59(2)
Stabilizing Base
61(46)
Stabilization vs. Rigidity
62(1)
People Need Stabilizing Forces
63(1)
Shared Values
63(5)
Starbucks
64(1)
Ann Taylor
64(1)
Making Shared Values Come Alive
65(3)
Living Vision
68(4)
What's In It for Me?
69(1)
Creating a Living Vision
70(1)
Documentum Corporation
71(1)
Maintaining Positive Tension
72(1)
Commitment to Change, Learning, and Improvement
72(5)
Walking the Talk
73(1)
Learning to Walk the Talk
73(1)
ECO's Commitment to Change, Learning, and Improvement
74(2)
Profiles of ECO Components
76(1)
Clear Goals and Direction
77(5)
S.M.A.R.T. Goals
77(3)
Goal Alignment
80(2)
Belief and Trust in People
82(5)
Start with Positive Beliefs and Trust --- or Prove It First?
83(3)
Belief and Trust and the Stabilizing Base
86(1)
Stability of Employee Base
87(5)
Excessive Stability
87(1)
Too Much Instability
88(2)
Employee Stability That Strengthens the Stabilizing Base
90(1)
Managerial Transition Meetings
91(1)
Flexibility of Systems, Structures, and Infrastructure
92(5)
Inflexibility and the Cost of Energy to Change
93(1)
Flexibility Is Stabilizing
94(1)
Features Adding Flexibility
95(2)
Access to Data and Information
97(4)
Control of Access and Effects on Stabilization
97(1)
Information and the Response to Change
98(1)
Dramatic Effects from More Open Access
99(1)
Technological Change and Availability of Information
100(1)
Emphasis on Results and Process
101(2)
Only Focusing on Results Doesn't Work
101(2)
Both Results and Process, Not Either-Or
103(1)
Balance
103(3)
Time Orientation
104(1)
Work and Personal Time
104(1)
Stakeholder's Needs
105(1)
Freedom and Control
105(1)
Summary of Stabilizing Base
106(1)
Managing FOR Change
107(44)
Customer Focus
107(5)
Customer--Supplier Partnerships
108(1)
Feedback and Customer Satisfaction
109(1)
Customer Linkages at Many Levels
110(1)
Ease of Customer Access to Supplier Organization
111(1)
Environmental Sensing
112(4)
Technology Sensing
112(1)
Competitive Sensing
113(1)
Other External Sensing
113(1)
Internal Sensing
114(2)
Impetus for Change
116(3)
Change as Everyone's Responsibility
117(1)
Problems or Opportunities?
117(1)
Incremental or Breakthrough Change?
118(1)
Change Stemming from the Absence of Change
119(1)
Change Planning and Management
119(7)
Predictable Responses to Imposed Change
120(2)
Change-Planning and Management Factors
122(4)
Systems Model for Change and Alignment
126(6)
The Management System Model
127(3)
Selection of a Systems Model for Change
130(1)
Use of Systems Models for Prevention
130(2)
Change as a Business Strategy
132(2)
Adaptive Leadership
134(5)
Adaptation of Organization Direction or Strategy
134(2)
Adaptability and Leadership Styles
136(3)
Change Orientation of Policies, Procedures, and Controls
139(5)
Restricting Change with Policies, Procedures and Controls
139(3)
Policies, Procedures, and Controls that Build ECO Capability
142(2)
Challenging Embedded Policies, Procedures, and Controls
144(1)
Work Design
144(3)
Managing Your Own Work
145(1)
Autonomous or Semiautonomous Work Teams
146(1)
Use of Change Agents
147(3)
Managing FOR Change Summary
150(1)
Continuous Improvement
151(44)
Introduction
151(3)
Roots of Continuous Improvement
152(1)
Range of Continuous Improvement Models
153(1)
CI Features and ECO Development
154(1)
Direction and Goals for Continuous Improvement
154(2)
Linking CI Direction to the Organization and Its Needs
155(1)
Focusing the Direction for Continuous Improvement
155(1)
Goal Selection at Lower Levels
156(1)
Improvement Challenge
156(4)
Challenge to All
157(1)
Challenge is Ongoing and the Work Never Done
157(2)
Benchmarking and Best Practices
159(1)
Size of Improvements Expected
160(2)
Incremental or Breakthrough Improvement?
160(1)
How Big Is Big?
161(1)
Common Language and Definitions
162(4)
Meaning of Quality
163(1)
Mixing Quality and Customer Delight
164(1)
Quality Standards
165(1)
Customer--Supplier Relationships
166(4)
Horizontal Customer--Supplier Connections
166(1)
Customer--Supplier Model
167(2)
No Requirements, No Feedback, No Improvement
169(1)
Prevention Orientation
170(3)
Prevention vs. Inspection and Impact on Quality and Cost
170(1)
The Limiting Effect of Inspection on ECO Capacity
171(1)
Proactive and Reactive Prevention
172(1)
Systematic Problem-Solving Processes
173(5)
Problem Definition
174(1)
Data and Fact Orientation
175(1)
Tools Support
176(2)
Process Improvement Methods
178(7)
Process Mapping
178(2)
Improvement Analysis
180(2)
Implementation
182(1)
Support Tools
182(1)
Statistical Process Control Methods
183(2)
Structures and Time for Continuous Improvement
185(3)
Structures for Continuous Improvement
185(2)
Time for Continuous Improvement
187(1)
Other Resource Support
188(1)
Strategies for Innovation and Creativity
188(4)
Stimulating Creativity with CI Goals
189(1)
Removing Fear of Failure
189(1)
Tools to Stimulate Creative Thinking
190(2)
Summary of Continuous Improvement as an ECO Component
192(3)
Continuous Learning
195(40)
Introduction
195(1)
Investment in Continuous Learning
196(4)
Spending for Training as an Expense
196(1)
Spending for Training as an Investment
197(3)
Life/Career-Long Learning Support
200(5)
Redefining the Person--Organization Bond
200(2)
Life/Career-Long Learning as the New Paradigm
202(1)
Win-Win Nature of the New Paradigm
203(1)
Learning Vehicles
204(1)
Competency/Development Planning
205(4)
Identifying Competencies Required for Specific Positions
205(1)
Inventorying Individual Competencies
206(1)
Development Planning To Fill Competency Gaps
206(1)
Building the Organization's Competency Development Plan
207(2)
Structured Developmental Relationships
209(3)
Mentors and Proteges
209(1)
Types of Structured Developmental Relationships
210(1)
Mutually Beneficial Relationships
211(1)
Learning Critiques
212(6)
Types of Critique
213(3)
Structured vs. Open Critiques
216(2)
Identifyng Success and Failure Patterns
218(5)
Applied Materials
218(1)
The Minicase Method
219(1)
Analysis of Forces Influencing Success or Failure
220(1)
Identifying Patterns
220(1)
Using Outcomes of the Minicase Method
221(2)
Archiving and Accessing Organizational Memory
223(3)
Lessons Learned
224(1)
Using Advanced Technology
225(1)
Identifying and Testing Assumptions
226(4)
The Unmotivated Quality Technician
226(2)
Getting at Underlying Assumptions
228(1)
ABCs of Organizational Alignment
229(1)
Learning How To Learn
230(2)
Organizational Responsibility
230(1)
Individual Responsibility
231(1)
Summary of Continuous Learning as an ECO Component
232(3)
Implementation
235(20)
Deciding to Move to Implementation
235(2)
Leadership of the Implementation Process
237(1)
Getting Started
238(11)
Preliminary Management Exploration
238(1)
Selecting and Orienting a Diagnostic Team
239(1)
Training the Diagnostic Team
240(1)
Planning and Conducting Diagnosis
241(1)
Preparing a Summary Report for Management
242(7)
Management Retreat
249(4)
Reviewing and Exploring Diagnostic Results
250(1)
Deciding on ECO Development
250(1)
Planning Start-Up and Management of ECO Process
251(2)
Renewing the Process
253(2)
References 255(2)
Index 257
Pieters, Gerald R
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