Bottom-line organization development : implementing and evaluating strategic change for lasting value
著者
書誌事項
Bottom-line organization development : implementing and evaluating strategic change for lasting value
(Improving human performance series)
Elsevier, Butterworth-Heinemann, c2003
- : alk. paper
大学図書館所蔵 全2件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
HTTP:URL=http://www.loc.gov/catdir/description/els031/2003057898.html Information=Publisher description
HTTP:URL=http://www.loc.gov/catdir/toc/els031/2003057898.html Information=Table of contents
内容説明・目次
内容説明
Organization development practitioners have, for over half a century, engaged with organizations to help them grow and thrive. The artful application of Organization Development (OD) has helped business leaders articulate vision, rethink business processes, create more fluid organization structures and better utilize people's talents. While business leaders and OD practitioners intuitively believe that OD provides valuable results, rigorous measurement of the value delivered has long eluded many OD practitioners.
'Bottom-Line Organization Development' provides powerful tools to capture and measure the financial return on investment (ROI) of OD projects to the business. Given the increasing competition for budget and resources within organizations and the requirements of demonstrating tangible results, the need for such OD measurement tools is very high.
But in addition to proving the value of OD projects, integrating evaluation into the change management process itself can actually increase the value of the change initiative because it opens up new ways of capturing and increasing the value of change initiatives. In other words, there is an ROI to ROI. Merrill Anderson calls this new way of approaching OD "strategic change valuation."
The book explains the five steps in the OD value process - diagnosis, design, deployment, evaluation and reflection. In addition, three case studies take readers through the process of applying bottom-line OD to three types of popular strategic change initiatives: executive coaching, organization capability, and knowledge management. Readers will gain a holistic perspective of how to make the seemingly intangible benefits of these initiatives tangible.
目次
- Foreword
- Preface
- Introduction to Bottom-Line OD
- Strategic Change Valuation: The Five-Phase Process
- Diagnose Performance Gaps to Achieve Business Goals
- Design the Solution to Achieve Strategic Change Objectives
- Develop a Change Plan With Evaluation Objectives
- Deploy the Strategic Change Initiative and Evaluate Progress
- Reflect upon the Business Impact Utilizing Post-Initiative Evaluations
- Forecasting ROI
- Tricks of the Trade: Using Surveys to Collect ROI Data
- ROI on the Fly: Evaluating an Initiative After Its Deployed
- Executive Coaching: The ROI of Building Leadership One Executive at a Time
- Organization Capability: The ROI of Aligning an Organization to Strategy
- Knowledge Management: The ROI of Continuously Leveraging Knowledge
- Preparing the Partners to Dance: How Leaders and Change Practitioners Work Together to Create Strategic Value
- Further Reading.
「Nielsen BookData」 より