Practicing Organization Development (A guide for Consultants) - Part 39 pdf

... by trying things out, and to trans- form itself continually; • The encouragement of both intra-organizational and boundary-span- ning (for example, outside the organization) dialogue; • The tolerance ... (2002). Organization development and the bottom line: Linking soft measures and hard measures. In J. Waclawski & A.H. Church (Eds.), Organization development: A data-driven appro...

Ngày tải lên: 02/07/2014, 02:20

... motivation of the workforce. It is intended to help the software organizations to (1) characterize the matu- rity of their workforce practices; (2) guide a program of continuous workforce development; ... their workforce practices. The P-CMM focuses on improving practices related to the work envi- ronment, communication, staffing, managing performance, training, compen- sation, competency...

Ngày tải lên: 02/07/2014, 02:20

... of Instill responsibility for followthr ough change (3) change Involve participants so they begin to own the process Be comfortable Be comfortable 2 Be comfortable Perform effectively in an atmosphere ... conduct transorganizational development Demonstrate ability to conduct community development Consider creative alternatives (?) Create an Participatively 5 Participatively Co-create...

Ngày tải lên: 02/07/2014, 02:20

... OD efforts and plan future actions before, during, and after assessments to provide excellent information for eval- uating the results of OD efforts. This purpose, of course, favors well- planned ... information that results in a merger, inter -organization effort, or cross-cultural project being successful; • The elation and value that come from discovering through an assess- ment that ef...

Ngày tải lên: 02/07/2014, 02:20

... consider where to house the organization s data. Many organizations keep their information decentralized. In some cases, infor- mation is kept from other parts of the organization. Creating a whole ... increase in cus- tomer intention-to-return. This 3 percent increase in customer intention-to-return may then lead to a 4 percent increase in actual customer retention and a 2 per- cent increa...

Ngày tải lên: 02/07/2014, 02:20

... Not every organization is ready for T-groups; • T-groups seem to work best with a minimum of eight and a maximum of twelve participants—which raises the cost-effectiveness question, espe- cially ... Mentoring Ironically, the deeper the personal development goes in a mentoring relation- ship, the more risky it becomes. Above-the-waterline conversations are safer for both parties. Neith...

Ngày tải lên: 02/07/2014, 02:20

... 391 393 ; for deep empowerment for personal transforma- tion, 393 394 ; described, 389 390 ; personal development using, 386–387; STRIPES approach to, 390 391 Code of Ethics, 500–501 Cognitive dissonance, ... cultural organization, 296e–297e; developing philoso- phy for, 276; executive development, 399 e Assessment methods: advantages and disad- vantages of, 296e–298e; examining...

Ngày tải lên: 02/07/2014, 02:20

... addi- tion to the achievement of a pre-stated goal. Usually contrived—undertaking a desert expedition, for example—this type of learning method offers an engaging means for participants to demon- strate ... method for focusing specifically on his or her own behav- ior. Instruments also are used to obtain information that will serve as a basis for change and to assist in workforce plann...

Ngày tải lên: 02/07/2014, 02:20