Book Description
Tips, techniques, and trends on how to use dashboard technology to optimize business performance
Business performance management is a hot new management discipline that delivers tremendous value when supported by information technology. Through case studies and industry research, this book shows how leading companies are using performance dashboards to execute strategy, optimize business processes, and improve performance.
Wayne W. Eckerson (Hingham, MA) is the Director of Research for The Data Warehousing Institute (TDWI), the leading association of business intelligence and data warehousing professionals worldwide that provide high-quality, in-depth education, training, and research. He is a columnist for SearchCIO.com, DM Review, Application Development Trends, the Business Intelligence Journal, and TDWI Case Studies & Solution.
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Tips, techniques, and trends on how to use dashboard technology to optimize business performance Business performance management is a hot new management discipline that delivers tremendous value when supported by information technology. Through case studies and industry research, this book shows how leading companies are using performance dashboards to execute strategy, optimize business processes, and improve performance. Wayne W. Eckerson (Hingham, MA) is the Director of Research for The Data Warehousing Institute (TDWI), the leading association of business intelligence and data warehousing professionals worldwide that provide high-quality, in-depth education, training, and research. He is a columnist for SearchCIO.com, DM Review, Application Development Trends, the Business Intelligence Journal, and TDWI Case Studies & Solution.
Customer Reviews:
Insightful material on Performance Dashboards.......2007-07-18
Overall this is a great book, which is extremely well presented... A key point to take home is, that dashboards are not just fancy displays with graphs/ RYG lights, but a set of applications to monitor, measure and manage business performance, with a solid business intelligence and integration infrastructure.... Also, author's point of views on different types of dashboards (strategic, tactical and operational), and the types of audience for each of these types, and their analysis requirements were very insightful.. This coupled with BI maturity model that the author presents, is an invaluable guide for organizations to assess their current state, and provide the roadmap for thier performance management needs... Three detailed case studies have been presented to explain three types of dashboards.
A lot of tricks and tips throughout the book... Strongly recommend this book...
Quo vadis?.......2007-04-12
For purposes of discussion, pretend that your organization is a vehicle within which you and your associates travel en route to a series of destinations; for example, various stages of progressively improved operational efficiency and progressively increased profitability. One key question arises: How well is your vehicle performing?
The three "dashboards" (i.e. operational, tactical, and strategic) that Wayne Eckerson offers in this volume can help to answer that question. "The monitoring application conveys critical information at a glance using timely and relevant data, usually with graphical elements; the analysis application lets users analyze and explore performance data across multiple dimensions and at different levels of detail to get at the root cause of problems and issues; the management application fosters communication among executives, managers, and staff and gives executives continuous feedback across a range of critical activities, enabling them to `steer' their organizations in the right direction."
The ultimate success of the cohesive, comprehensive, and cost-effective system which Eckerson discusses in this book depends on several factors: sufficient leadership and resources at all levels of implementation, correct and consistent application of the right metrics, a compelling graphical user interface, and contingency planning which ensures user adoption while driving the organizational changes.
I especially appreciate Eckerson's provision of three mini case studies that illustrate how -- in real-world situations - the three performance "dashboards" can achieve the desired objectives. Specifically, those that are operational (Quicken Loans, Inc., pages 127-141), those which are tactical (International Truck and Engine Corp., pages 143-158), and those which are strategic (Hewlett Packard Co., pages 159-177). I also appreciate the material provided in Part Three (Critical Success Factors: Tips from the Trenches) as Eckerson correlates various multilayered applications built on business intelligence and data integration infrastructure that enables any organization (regardless of size or nature) to measure, monitor, and manage business performance more effectively.
All executives recognize the importance of accurate and consistent measurement of what really matters. Obviously, the "what" varies (sometimes significantly) from one organization to another. In my opinion, the three performance "dashboards" that Eckerson recommends can be of substantial benefit, whatever the given "what" may be but if - and only if - the aforementioned success factors are present. To repeat, they are: sufficient leadership and resources at all levels of implementation, correct and consistent application of the right metrics, a compelling graphical user interface, and contingency planning which ensures user adoption while driving the organizational changes.
This book is by no means an "easy read" but it will generously reward those who absorb and digest its material with appropriate care. Then what? He fully understands how difficult it is to ensure adoption by others, and, to manage performance effectively throughout the given enterprise. In the final chapter, Eckerson notes that performance dashboards can easily backfire and cause performance to decline or stall instead of climb. He then identifies what he characterizes as eight cardinal sins " that can turn a performance dashboard into a performance quagmire." How to avoid them? Eckerson offers nine strategies to ensure adoption and eight strategies to manage performance.
I highly recommend this brilliant book as well as Dean Spitzer's Transforming Performance Measurement. Both are eminently worthy of thoughtful and rigorous consideration. However, that said, I also offer a caveat expressed by Peter Drucker in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Invoking again the "vehicle" metaphor introduced in the first paragraph of this brief commentary, I presume to suggest that if you and your companions don't know where you are going, "any road will get you there."
Performance Dashboards.......2007-01-10
The first two-thirds of the book were extremely disappointing and added very little value to the understanding of how to create effective dashboards. Instead, the author spent far too much time discussing IT concepts and buzzwords such as datamarts, multidimensional databases, operational data stores and OLAP tools. Much of the book reads as a platform for why one needs to invest in IT to help manage your business performance. It wasn't until the final third of the book that some useful concepts were explored regarding how a non-IT person should go about developing a solid performance dashboard.
Must read for keen Performance Management specialists and Managers.......2007-01-10
The book delivered exactly what I have expected from it. It provides clear picture about how Performance Dashboards work. It is very well structured, blends theory with experience and targets keen developers and users.
When I purchased the book, I was asked to put forward a proposal for a comprehensive Performance Management system. I really benefited from the systematic approach used to build such system.
It recommend it for anyone who is implementing performance management system, or even business process management systems which also provides performance dashboards of the automated processes.
Best Description Yet of Dashboard Goals and Structure.......2007-01-09
This is the first book that I have read that gives a good overview of how and why you would use a dashboard. It has a good flow and give you information you can use. It is a little dry, but it is hard to make this too exciting.
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Perceptive business leaders are starting to understand that their enterprises will fully succeed only when all of their myriad stakeholders--owners, employees, customers and neighboring communities--also succeed. In the slim, but very thought-provoking
Managing By Values, Ken "The One Minute Manager" Blanchard and behavioral researcher Michael O'Connor lay out a realistic step-by-step plan for determining any company's core beliefs, and then putting them into practice throughout the organization in order to achieve real across-the-board satisfaction.
Customer Reviews:
Managing by the heart..........2006-08-15
Yet another great book for leaders or those who are leading people, not just managing people. O'Connor tells a story that gets to the heart of managing by the heart!
Easy read, great parable.
It All Starts with Mission & Values.......2005-10-25
Ken Blanchard's collaboration with Dr. Michael O'Connor has produced another management, leadership, and ethical living primer that is highly recommended to all current and future organizational leaders at all levels.
This book is about an inwardly-troubled, yet outwardly "I-have-it-all" president and CEO of a struggling company who, by chance, meets a managing by values (MBV) consultant who immediately and eventually helps transform the CEO's company into a "Fortunate 500 company" and his personal life into a rewarding family success story. The authors' important message that MBV provides the best framework for stability, continuity, and growth in today's fast-paced environment of social, cultural, personal, economic, and technological change was constantly and believably reinforced.
Through meetings with the consultant and interactions with some of his other clients, the CEO learns the fundamentals of MBV and how to apply them at home and at work: the three acts of life (achieve, connect, and integrate); the four pillars of Fortunate 500 companies (`raving fans' customers, employees who feel and act like owners, satisfied owners and stockholders, and the `significant others' who interact in mutually beneficial ways with the company (to include vendors, suppliers, creditors, distributors, the community, and the competition)); and the three-phased MBV process (clarify mission and values, communicate mission and values, align daily practices with mission and values).
I was most impressed with the authors' ability to effectively balance the conceptual and practical application aspects of MBV in a story that brought their extensive research and experiences with real-life MBV organizations to life. Do not let the fact that this book was written in 1997 dissuade you from reading and learning from it for it's message is timeless and probably even more relevant today.
Inspiring yet realistic overview of values integration..........2001-07-20
Finally... a book that gives more detail on how the values integration process works. Reading this book 6 months into our own values integration process is very reassuring because it really hits home on a lot of points. This book outlines the same process that we used and its working! The interpersonal relationships seem to me to be the first notable change. The buy-in part is crucial. This book is also realistic about internal opposition to the values integration and the length of time that it takes to truly become a values- based company. Another key topic in this book is that being a values-based company is about being a group of values-based people. You need to work on yourself too; it's not just that you have values when you come to work. I think an important feature of any values integration process is promoting the importance of living each day with integrity in ALL things that we do, not just at work. The amazing thing is that once you start to see and feel that your company is living your values, you will try harder to keep moving forward. Another good book to get people inspired is Obsessions of an Extraordinary Executive by Patrick Lencioni.
Good principles - too simplistic to execute.......2001-06-18
The basic messages of this book can be summarized in one paragraph. First writing down values and guiding principles is necessary. It’s important to know what’s important and making sure our staff and our stakeholders buy into these values. This requires communication. Secondly, writing mission and values won't be enough. The question is how we will put our values into action. It’s in the action that you will see how committed people are to the values. Commitment will mean that people’s behavior is aligned with the mission and the values. Not only does this mean that our values have to be written in a way they provide guidance for this.
Once you know this, reading the book is a waste of time. In fact I learned nothing from this book. The *real* challenges are formulating the mission and values in such a way that people REALLY buy into them. A first level of answer can be found from book such as "Visionary Leadership Skills (Dilts, 1996) and my own book "7 steps to emotional Intellince". A second level of comes from books such as "Appriciative Inquiry".
Good Luck on your search for meaning!
(extract from newsletter of ...
Insightful!.......2001-04-18
Managing By Values uses the same simple, direct story format used in The One Minute Manager and many other Ken Blanchard books. This makes the book easy to follow as it moves from one concept to the next. This book does a good job of presenting the Managing By Values system as an idea that makes sense for a company's bottom line. It's great to have a work force that enjoys their jobs, but those jobs won't last long if a company doesn't remain profitable. Managing By Values shows that you don't have to sacrifice profit to increase worker satisfaction and that you don't have to sacrifice worker satisfaction to increase profit. The MBV process shows that increased worker satisfaction leads to increased profit. This book is written for CEOs and people in senior leadership positions.
Book Description
"Making Six Sigma Last is the most practical and helpful resource that I have seen on this subject. George's charisma and charm spill over into this interesting and entertaining book. Using one of George's many analogies, 'this is an upper-deck shot,' and combined with his first book should become the benchmark for Six Sigma learning."-Dan Porter, Chairman and CEO, Wells Fargo Financial
"An energetic, step-by-step exploration filled with interesting and entertaining examples of real-world business experiences. Making Six Sigma Last is a powerful action plan for managers!"-Guenter Bulk, Managing Director, GE Capital IT Solutions
Customer Reviews:
Starting is Much Easier Than Staying the Course: Here's How.......2001-12-06
There are several outstanding books on the general subject of Six Sigma and Eckes has written two of the best. Previously in The Six Sigma Revolution, he examined major corporations such as Motorola and GE in which Six Sigma programs really did create revolutions which continue as I compose this review. These are properly acclaimed successes. Of course, little (if any) attention has as yet been devoted to those organizations which initiated and then later abandoned Six Sigma programs. The reasons for doing so vary, of course, but most can be classified within two categories of resistance to change: cultural and technical. As O'Toole brilliantly explains in Leading Change, it is a formidable task to overcome what he characterizes as "the ideology of comfort and the tyranny of custom." In this volume, Eckes suggests all manner of strategies and tactics by which to overcome resistance and then sustain Six Sigma programs, once launched. Correctly, he stresses the importance to an organization of achieving a "balance" between its culture and its technology. Moreover, at a time when change is (literally) the only constant and occurring at an ever-increasing velocity, its is also a formidable challenge to maintain the proper balance of the two. For many years, I believed that most people fear change. I no longer believe that. Rather, I have become convinced that most people fear the unfamiliar. Hence the importance of constant and effective communication between and among everyone involved. Eckes suggests that this book will show his reader how to "Create the need for Six Sigma" but, in fact, the need probably exists already so there is a need to help everyone recognize that need and appreciate the importance of responding to it. Therefore, Eckes also shows his reader how to "Shape a vision of Six Sigma so that employees understand the desired results and new behaviors of a Six Sigma organization." Also, he shows the reader how to "Mobilize commitment to Six Sigma and overcome resistance" which is inevitable. Only then can any organization change its systems and structures "to support the new Six Sigma culture." Next: "Measure Six Sigma cultural acceptance" and "Develop Six Sigma leadership." All of these components are absolutely essential, difficult to integrate, and even more difficult to sustain in appropriate balance. In this volume, Eckes explains how and he does so with precision and eloquence.
In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:
1. Feeling obligated to achieve quick success
2. Clogging up agendas with competing distractions
3. Having unrealistic time frames
4. Ignoring previous quality efforts
5. Conducting poor Six Sigma cultural planning and follow-through
6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event
7. Not having appropriate cultural goals or objectives
8. Not allowing for unexpected interruptions
9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved
10. Underestimating resource allocation
Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."
Making Six Sigma Last Is The Best Of Strategic Excellence!.......2001-11-24
The new book: Making Six Sigma Last, by Mr. George Eckes, is the the most comprehensive and excellent road map to reach corporate cultural excellence.
The previous book by Mr. Eckes: The Six Sigma Revolution, successfully teaches us the way to implement the tactical component of Six Sigma: process management excellence.
The current book is the only book to date that offers a complete process to achieve the key strategic component of Six Sigma: corporate cultural excellence.
Mr. Eckes has again produced an enjoyable, very enlightening and important Six Sigma book that is easy to read and comprehend.
It is perfect for corporate executives, managers, employees, consultants, quality practitioners, and students of best business practice.
Thank you for the opportunity to express my high regard for the outstanding book: Making Six Sigma Last.
Regards,
Marc St.James
November 24, 2001
Highly Recommended!.......2001-08-08
No one knows Six Sigma, which seeks near perfect customer satisfaction, like George Eckes, the consultant who literally wrote the book on it (The Six Sigma Revolution: How General Electric and Others Turned Process into Profits). In his second book, Eckes emphasizes the importance of molding organizational culture to generate broad acceptance of a Six Sigma initiative, using illustrative examples from his workshops. He describes ways to overcome internal resistance to change, to sell the program's benefits and to get key people as well as the masses on board. If you are launching a Six Sigma program, Eckes provides many specific suggestions of strategies you can employ. But because much of Eckes' wisdom can be applied more generally to organizational change efforts, we [...] recommend this insightful book to any executive, whether or not Six Sigma is your strategy of choice.
Best Book On How To: Create & Sustain a Six Sigma Culture.......2001-06-22
Think about it. Seriously think about it. What was the downfall of your quality endeavor? Your performance improvement plan? Your Six Sigma initiative? Was the wrong strategy used or was it the wrong tactical approach? Mostly likely it was neither your strategy nor your tactical approach. The failure was most likely do to people. Most likely your people hadn't really bought in. Buy-in from your people is necessary for an initiative such as Six Sigma to be successful. The people in your organization create your organizations' culture. How do you get cultural buy-in? How can you sustain that buy-in?
In the book Making Six Sigma Last, the author, George Eckes shows us how. Through heart-felt stories, humorous personal examples, and real business illustrations the author takes us through the process needed to create and sustain a culture that supports Six Sigma.
First we learn about Q x A = E. This powerful formula shows us that: "Q" Quality, the technical and strategic elements of a Six Sigma initiative, times "A" Cultural Acceptance, of the technical and strategic elements of Six Sigma, determines "E" the success of the Six Sigma process. Then, the author addresses resistance. We are reminded that it's a natural process for people to resist change. Eckes describes four types of resistance and offers specific strategies for overcoming each. The next chapters show how to sell it and then manage it. Now it's time to ask did it work? Did you get the cultural buy-in you were attempting? How do you know? In Making Six Sigma Last, Eckes offers a model that is used to measure the cultural acceptance within the organization or as Eckes says, "how well Six Sigma has been baked into the organization". Five case studies are used to illustrate these concepts. Then through profiles of leadership, the author shares real business examples of what worked, what didn't and why. Finally we learn how to sustain the culture that will support Six Sigma initiatives with the chapter on pitfalls: 10 things to avoid.
Making Six Sigma Last is an informative and easy read. It's effective and efficient, hallmarks of Six Sigma. The book leaves you inspired and hopeful that this stuff really can work. Don't start without it!
If you like the psychology of business, read this book.......2001-06-13
What I enjoyed most about this book was the applied "psychology of business" in other words, how to get people (organizations)to do what you want them to do and like it!
The book gives you answers to the "what if" questions that anyone trying to succeed in changing their corporate culture has. The examples and the personal tone of the book make it a fast, informative and easy read.
Book Description
This essential resource shows how to effectively organize, implement, and evaluate health programs and projects. Managing Health Programs and Projects clearly defines and describes the work of managers in health programs and projects. The book explores the decision-making process, defines the process of communicating, probes the fundamentals of program planning, explains budgeting, covers staffing for programs and projects, and explains how leaders motivate participants in health programs and projects.
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This essential resource shows how to effectively organize, implement, and evaluate health programs and projects. Managing Health Programs and Projects clearly defines and describes the work of managers in health programs and projects. The book explores the decision-making process, defines the process of communicating, probes the fundamentals of program planning, explains budgeting, covers staffing for programs and projects, and explains how leaders motivate participants in health programs and projects.
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Competence Perspectives in Managing Internal Processes, Volume 7 (Advances in Applied Business Strategy)
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ASIN: 0762311681 |
Book Description
The competence-based perspective on strategy and management emerged in the 1990s as a new approach to developing strategy and management theory and practice. In the past decade, the focus on organizational competences -- and the resources, capabilities, and processes that create competences -- has provided a highly productive "broad church" for theory development, research, and practice in both strategic and general management.
Authored by a multidisciplinary group of scholars and practitioners working within the competence perspective, the papers in this volume contribute to developing a better theoretical and practical understanding of
internal processes that significantly affect an organization's competences by exploring the dynamic, systemic, cognitive, and holistic aspects of internal processes. The papers present both theoretical developments and empirical research based on a variety of case studies and other research in diverse industrial and geographical contexts.
The papers in this volume develop four themes. Part I includes papers that address the key issues of defining and communicating the
strategic logic that directs and guides an organization's competence building and leveraging. The papers in Part II investigate the need to develop
strategic flexibilities that enable a firm to respond effectively to a range of future environmental uncertainties. Part III includes papers that focus on ways to
identify and operationalize an organization's competences -- the ultimate source of an organization's ability to compete effectively in its environment. Part IV presents several papers that investigate the
systemic interdependencies of an organization's competence building and leveraging activities.
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Competence Perspectives on Managing Interfirm Interactions, Volume 8 (Advances in Applied Business Strategy)
Manufacturer: JAI Press
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ASIN: 076231169X |
Book Description
The competence-based perspective on strategy and management emerged in the 1990s as a new approach to developing strategy and management theory and practice. In the past decade, the focus on organizational competences -- and the resources, capabilities, and processes that create competences -- has provided a highly productive "broad church" for theory development, research, and practice in both strategic and general management.
Authored by a multidisciplinary group of scholars and practitioners working within the competence perspective, the papers in this volume contribute to developing a better theoretical and practical understanding of
interfirm interactions that significantly affect an organization's competences. The papers present both theoretical developments and empirical research based on a variety of case studies and other research in diverse industrial and geographical contexts.
The papers in this volume develop three themes. Part I includes papers that address the key issues of managing activities in an organization's competence building and leveraging processes that
span the boundaries of two organizations. The papers in Part II investigate the role of
networks and strategic alliances in competence building and leveraging processes. Part III presents papers that investigate
competitive interactions between firms in their competence leveraging activities.
Book Description
Are you a Mess Maven suffering from Paperosis Misplacea? Do you work with a Deadline Deadbeat or have Phone-o-phobic clients? Have you ever felt overwhelmed or overloaded? For anyone struggling with too many projects, too little time, and too much paper, organizing guru Harriet Schechter -- aka The Miracle Worker -- offers innovative methods for conquering the five types of workplace chaos: Time, Memory, Communication, Information, and Projects. And she shows you how to handle the real Chaos Creators: * Bosses who expect you to cover for them * Coworkers who leave messes for you to clean up * Assistants who are even more overwhelmed than you are * Clients who won't return your phone calls No matter who or what is creating the chaos that drives you crazy, Conquering Chaos at Work has the practical, easy-to-adopt solutions you need to overcome disorganization now...and forever.
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Are you a Mess Maven suffering from Paperosis Misplacea? Do you work with a Deadline Deadbeat or have Phone-o-phobic clients? Have you ever felt overwhelmed or overloaded? For anyone struggling with too many projects, too little time, and too much paper, organizing guru Harriet Schechter -- aka The Miracle Worker -- offers innovative methods for conquering the five types of workplace chaos: Time, Memory, Communication, Information, and Projects. And she shows you how to handle the real Chaos Creators: -- Bosses who expect you to cover for them -- Coworkers who leave messes for you to clean up -- Assistants who are even more overwhelmed than you are -- Clients who won't return your phone calls No matter who or what is creating the chaos that drives you crazy, Conquering Chaos at Work has the practical, easy-to-adopt solutions you need to overcome disorganization now . . . and forever.
Customer Reviews:
Too obvious for me.......2003-09-06
I think this is best for people who have some major blind spots when it comes to other people's responsibilities and to their own boundaries. Yes, it gives examples and solutions. But it all seemed obvious.
I don't think I had any "ah ha" moments. If you agree that it's for people with major blind spots, I think you'll agree it should address the readership as well, since such big blind spots generally come with other issues that can get in the way of following the advice in this kind of book.
In my corporate experience, it is usually the more subtle behaviors that don't get addressed and fester, or problems that are more systemic and pervasive as part of the company's culture. But The Addictive Organization it isn't. If it went farther, it could be a codependence recovery book about deeper changes that have to happen to deftly handle the situations it addresses.
If the folks that gave those five star reviews can come back a year later and say that their work lives were really changed, then I'd be more open to the idea that this book is relevant.
Not just a time management book.......2000-08-31
A lot of books about organizing only deal with time management. In this book, the author deals with other types of disorganization. I had to laugh when I read the part about the deceptive chaos creating boss. I now think of that former boss as only a guy with nothing more than a clean desk and a leather Day-Timer. On the surface, he looked organized, in reality, he was never prepared for many of the meetings.
I am saved............2000-08-03
At last!!!! Harriet Schecthter's inspirational book "Conquering Chaos at Work" is here and it's a gem, providing practical, no nonsense solutions to those organizational challenges that frustrate us daily at work.
"Conquering Chaos at Work" fills a gaping void in previous organizational literature by not only addressing and resolving where our personal attempts to get organized may have failed, but also providing vital suggestions and systems to encourage and help the organizationally impaired people around us who may impact negatively on our own effectivess.
"Conquering Chaos at Work" is a must for anyone who aspires to becoming more effective at work and at life.
Do yourself and your organization a big favour and pop one in your shopping trolley now!!!!
I am saved............2000-08-03
At last!!!! Harriet Schecthter's inspirational book "Conquering Chaos at Work" is here and it's a gem, providing practical, no nonsense solutions to those organizational challenges that frustrate us daily at work.
"Conquering Chaos at Work" fills a gaping void in previous organizational literature by not only addressing and resolving where our personal attempts to get organized may have failed, but also providing vital suggestions and systems to encourage and help the organizationally impaired people around us who may impact negatively on our own effectivess.
"Conquering Chaos at Work" is a must for anyone who aspires to becoming more effective at work and at life.
Do yourself and your organization a big favour and pop one in your shopping trolley now!!!!
Great Book!.......2000-04-25
Harriet Schechter's Conquering Chaos at Work is fun to read and very comprehensive. It covers different types of chaos creators and provides methods to deal effectively with these habits, whether they exist in ourselves or other people. In describing the way that people can contribute to unnecessary disorganization, the book does more than describe general behavior and various tips to overcome these tendencies - she gives interesting case histories as well. This is part of what makes it fun to read! It has just the right balance of substance and light-heartedness. I highly recommend it as an easy read that is well worth referring to again and again.
Book Description
Offers specific how-to instructions for involving employees in designing new work methods and developing strategies for organizational improvement. Presents in-depth case studies of organizations that have used these techniques.
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In Productive Workplaces Revisited, Marvin Weisbord takes the next step in exploring effective strategies for improving workplace productivity through dignity, meaning, and community. Remarkably, in this new edition the author revisits the case studies from the first edition, Productive Workplaces, to show the long-term effects of OD interventions -- twenty-plus years after the fact and provides invaluable insights for practitioner and student alike. In five new chapters, Weisbord reinterprets his systems work in health care and steel-making, describes how “future search,” his method for “getting everybody improving whole systems,” has crossed cultures on five continents, and summarizes his learning from following up cases decades later. This edition also presents in-depth case studies of organizations that have used these techniques to increase output, cut costs, create strategic plans, manage conflict between functions, and more.
Customer Reviews:
OD Companion.......2007-10-03
This is an enlightening and well written book on the evolution and development of organisational development. The book is concise with minimal unnecessary fluff. The author presents a compelling case for improving workplace productivity through dignity, meaning and community. From reading this high quality book, managers should be able to work collaboratively with employees to make the workplace interesting, humane and productive.
This is a fantastic book which is recommended reading for those with an interest in the practical application of organizational development techniques and approaches. It has loads of accessible, relevant and important information that makes it indispensable for those involved in change management and human resources management. It is also necessary reading at the best MBA programs
Great.......2007-01-16
I received my book in a timely fashion, so I'm very pleased with my purchase.
Not Relevant.......2007-01-06
I only read the first 9 chapters. The first one was good. The second 8 were not - a relatively boring version of the history of management. Try reading other sections of the book if you want to get something out of it.
Best in it's class.......2006-08-02
This is my all-time favorite book on the history and philosophy of Organization Development. I recommend it to every person who comes to me for an informational interview and it's required reading for all staff and interns at our consulting firm, Community At Work.
Productive Workplaces Revisited.......2005-11-20
This was one of the first books I've read on Organization Development. After reading a multitude of OD books since it is still the only one that I enjoyed and found useful information in an easy to use format from cover to cover. I still reference it today.
Book Description
Can managers learn from fads? That is the question Robert Cole addresses in this insightful book about the various factors supporting and inhibiting organizational learning. A longtime student of the Japanese and American quality movements, Cole focuses on the response of American industry to the challenge posed in the early 1980s by high quality goods from Japan. While most American managers view this challenge as slowly but successfully met, many academics see the quality movement that emerged from it as just another fad. In seeking to reconcile these two views, Cole explores the reasons behind American industry's slow response to Japanese quality, arguing that a variety of institutional factors inhibited management action in the early 1980s. He then describes the reshaping of institutions that allowed American companies to close the quality gap and to achieve sustained quality improvements in the 1990s. Hewlett-Packard serves as an example of a company that made this institutional transition more effectively than most. Cole describes Hewlett-Packard's successful strategies while also pointing out the serious problems that it and other companies face as they attempt to adapt, improve, and go beyond Japanese practices. He also uses Hewlett-Packard, an exemplar of the highly decentralized company, to explore effective strategies for the creation, dissemination, and implementation of knowledge. Unprecedented as a scholarly treatment of the quality movement,Managing Quality Fads provides several important lessons for those interested in management decision making under conditions of uncertainty and organizational transformation in a rapidly changing business environment.
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Managing by Measuring: How to Improve Your Organizations's Performance Through Effective Benchmarking
Mark T. Czarnecki
Manufacturer: AMACOM
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Quality Control
| Management & Leadership
| Business & Investing
| Subjects
| Books
Total Quality Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Human Resources & Personnel Management
| Industries & Professions
| Business & Investing
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Entrepreneurship
| Small Business & Entrepreneurship
| Business & Investing
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ASIN: 0814403905 |
Book Description
MANAGING BY MEASURING How to Improve Your Organization's Performance Through Effective Benchmarking As information systems managers search for ways to improve their operations, they're discovering that traditional "shot-gun" approaches to benchmarking are too broad and too vague. Now, Managing by Measuring breaks out of the generalist mold to supply targeted information on how to identify best practices specifically in information systems organizations. The book includes: ** an overview of benchmarking and how it can help the information systems specialist ** step-by-step guidelines on conducting a benchmarking study, including how to perform research, analyze raw data, and isolate best practices ** tips for managing the process, including how to develop a mission statement, select a team, and prioritize activities ** a practical benchmarking demonstration, including detailed instructions and ready-to-go forms. In addition, the book supplies real-life case studies of information systems organizations that have successfully used benchmarking techniques, and key results of an original study conducted by The Benchmarking Network. MARK T. CZARNECKI (Houston, TX) is president of The Benchmarking Network, Inc. and has conducted major industry studies in the areas of accounting, finance, health care, purchasing, warehousing, and more.
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Books Index
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