You are previewing Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching.
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Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching

Book Description

Learn from experts at the world's top organizations!

Best Practices in Organization Development and Change is a state-of-the-art resource that presents the most important ideas and effective strategies from experts and top companies in the field. Comprehensive in scope, the book addresses the five most important organization development or human resource development (OD/HRD) topics--organization development and change, leadership development, recruitment and retention, performance management, and coaching and mentoring--and offers a practical framework for design, implementation, and evaluation. It includes best-practice case studies from seventeen leading organizations that have achieved their change objectives.

The case studies will help you:

  • Analyze the need for the specific OD/HRD initiative

  • Build a solid business case for OD/HRD

  • Identify the audience for the initiative

  • Design an effective OD/HRD initiative

  • Implement a successful design of the initiative

  • Evaluate the effectiveness of the initiative

You'll benefit from expertise at trend-setting companies such as: Kraft Foods * Smithkline Beecham * Westinghouse * Sun Microsystems . . . and many more!

"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."

--Warren Bennis, author, On Becoming a Leader and Organizing Genius

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Contents
  5. PART ONE: INTRODUCTION
    1. ACKNOWLEDGMENTS
      1. LINKAGE TEAM
      2. CONTRIBUTORS
    2. ABOUT THIS BOOK
    3. HOW TO USE THIS BOOK
      1. DIRECT APPLICATION
      2. MASTER'S DEGREE OR EXECUTIVE WORKSHOPS AND SEMINARS
      3. ONLINE OR VIRTUAL TEAM LEARNING
      4. GETTING THE MOST FROM THIS BOOK
    4. Foreword
  6. PART TWO: ORGANIZATION & HUMAN RESOURCES DEVELOPMENT CASE STUDIES
    1. SECTION ONE: Organization Development & Change
      1. THE BROAD BAND OF ORGANIZATION DEVELOPMENT & CHANGE: AN INTRODUCTION BY W. WARNER BURKE
      2. CHAPTER ONE: Kraft Foods
        1. INTRODUCTION
        2. CREATING A BUSINESS CASE FOR HPWS AT KRAFT
        3. DESIGN OF HPWS PROCESS
        4. DESCRIPTION OF STAGES AND KEY TOOLS
        5. EVALUATION
        6. ABOUT THE CONTRIBUTORS
      3. CHAPTER TWO: Nortel Networks
        1. INTRODUCTION
        2. PROGRAM OVERVIEW
        3. ASSESSMENT
        4. INTERVENTIONS
        5. ON-THE-JOB SUPPORT
        6. FEEDBACK AND EVALUATION
        7. LESSONS LEARNED
        8. SUMMARY
        9. Endnote
        10. ABOUT THE CONTRIBUTOR
      4. CHAPTER THREE: ServiceMASTER
        1. ABOUT ServiceMASTER
        2. BACKGROUND AND CONTEXT
        3. SERVICE CULTURE TRANSFORMATION THROUGH INTEGRATED SERVICE
        4. ASSESSMENT
        5. PROGRAM DESIGN
        6. EVALUATION
        7. ABOUT THE CONTRIBUTOR
      5. CHAPTER FOUR: SmithKline Beecham
        1. INTRODUCTION
        2. ABOUT THE CONTRIBUTOR
      6. CHAPTER FIVE: Westinghouse
        1. SUMMARY
        2. INTRODUCTION: THE OTHER CHERNOBYL FALLOUT
        3. DIAGNOSIS: WE AREN'T THERE YET
        4. APPROACH
        5. ASSESSMENT: A TALE OF FOUR CULTURES
        6. DESIGN: THE GANG OF 10+
        7. INTERVENTION: KEY ELEMENTS
        8. ON-THE-JOB SUPPORT: REINFORCING THE REINFORCEMENTS
        9. EVALUATION
        10. LESSONS LEARNED
        11. ABOUT THE CONTRIBUTOR
      7. CHAPTER SIX: CK Witco
        1. INTRODUCTION
        2. CURRENT STATE ASSESSMENT
        3. STRATEGIC DIRECTION SETTING
        4. WORK REDESIGN
        5. EVALUATION: BENEFITS AND IMPACT
        6. ABOUT THE CONTRIBUTORS
      8. CHAPTER SEVEN: Xerox
        1. INTRODUCTION—“POWER TO THE PEOPLE”
        2. DIAGNOSE BUSINESS—“SO WHERE DO WE GO FROM HERE?”
        3. ASSESSMENT—“DO AS I SAY, NOT AS I DO”
        4. DESIGN/IMPLEMENTATION—“WITH A GOOD FOUNDATION…”
        5. ON-THE-JOB SUPPORT—“WHERE THE RUBBER MEETS THE ROAD”
        6. EVALUATE RESULTS—“SEA CHANGE”
        7. ABOUT THE CONTRIBUTOR
    2. SECTION TWO: LEADERSHIP DEVELOPMENT
      1. THE FIELD OF LEADERSHIP DEVELOPMENT: AN INTRODUCTION BY JAY A. CONGER
      2. CHAPTER EIGHT: Boeing
        1. INTRODUCTION—THE VISION
        2. BUILDING THE BUSINESS CASE FOR LEADERSHIP DEVELOPMENT
        3. PROGRAM OVERVIEW
        4. THE REDESIGN PROCESS
        5. KEY ELEMENTS OF THE NEW DESIGN—DEVELOPMENT STRATEGIES
        6. KEY ELEMENTS OF THE NEW DESIGN—SELECTION AND ORIENTATION PROCESS
        7. KEY ELEMENTS OF THE NEW DESIGN—PROJECT NOMINATION AND SELECTION PROCESS
        8. KEY ELEMENTS OF THE NEW DESIGN—PROJECT MANAGEMENT PROCESS
        9. EXIT MANAGEMENT
        10. EVALUATION—RESULTS TO DATE
        11. ABOUT THE CONTRIBUTOR
      3. CHAPTER NINE: Johnson & Johnson
        1. INTRODUCTION
        2. ASSESSMENT
        3. DESIGNING THE INTERVENTION
        4. IMPLEMENTATION
        5. ON-THE-JOB SUPPORT AND FOLLOW-THROUGH
        6. EVALUATION
        7. REFLECTIONS
        8. ABOUT THE CONTRIBUTORS
      4. CHAPTER TEN: Sun Microsystems, Inc.
        1. INTRODUCTION
        2. THE CHALLENGE AND APPROACH
        3. THE DEVELOPING ARCHITECTURE
        4. STRATEGY FOR SUCCESSION
        5. FRAMEWORK FOR EXECUTIVE DEVELOPMENT
        6. ELEMENTS OF THE EXECUTIVE DEVELOPMENT CYCLE—A CLOSER LOOK
        7. DEVELOPMENT CYCLE—THE INDIVIDUAL
        8. CONCLUSION
        9. ABOUT THE CONTRIBUTORS
    3. SECTION THREE: RECRUITMENT AND RETENTION
      1. RECRUITMENT AND RETENTION: AN INTRODUCTION BY DR. JOHN SULLIVAN
      2. CHAPTER ELEVEN: Advanced Micro Devices
        1. INTRODUCTION
        2. NEEDS ASSESSMENT
        3. TARGET POPULATION
        4. DESIGN AND STRUCTURE OF AMD CAREER PARTNERSHIP
        5. TRAINING AND LEARNING ACTIVITIES
        6. CONTENT
        7. MULTIDIMENSIONAL EVALUATION
        8. EVALUATION SURVEY SUMMARY
        9. LESSONS LEARNED
        10. ABOUT THE CONTRIBUTORS
      3. CHAPTER TWELVE: Allstate Insurance
        1. INTRODUCTION
        2. DESIGN AND STRUCTURE
        3. IMPLEMENTATION
        4. EVALUATION
        5. SUMMARY
        6. ABOUT THE CONTRIBUTORS
      4. CHAPTER THIRTEEN: Cellular One
        1. INTRODUCTION
        2. NEEDS ASSESSMENT
        3. DESIGN OF THE INTERVENTION
        4. ORGANIZATION SYSTEMS
        5. MANAGEMENT PRACTICES
        6. MEASUREMENT AND MANAGEMENT ACCOUNTABILITY
        7. LESSONS LEARNED
        8. ABOUT THE CONTRIBUTORS
    4. SECTION FOUR: PERFORMANCE MANAGEMENT
      1. PERFORMANCE MANAGEMENT: AN INTRODUCTION BY EDWARD E. LAWLER III
      2. CHAPTER FOURTEEN: Case Corporation
        1. INTRODUCTION
        2. FROM THE “WHAT” TO THE “WHAT AND HOW” OF PERFORMANCE MANAGEMENT
        3. DRIVING CONTINUOUS COMMUNICATION ABOUT PERFORMANCE AND DEVELOPMENT
        4. PERFORMANCE MANAGEMENT AND DEVELOPMENT PROCESS
        5. ENHANCING MANAGERS' SKILLS IN MANAGING PERFORMANCE
        6. GLOBAL APPLICATION
        7. IMPLEMENTATION
        8. EVALUATION
        9. KEY CHALLENGES AND LESSONS LEARNED
        10. SUMMARY
        11. ABOUT THE CONTRIBUTORS
      3. CHAPTER FIFTEEN: Sonoco
        1. INTRODUCTION
        2. BACKGROUND
        3. SYSTEM SPECIFICS
        4. SYSTEM DESIGN
        5. SYSTEM INTEGRATION WITH COMPENSATION
        6. SYSTEM DEPLOYMENT
        7. INFORMATION TECHNOLOGY SYSTEMS
        8. SYSTEM RESULTS
        9. NEXT STEPS/OVERALL
        10. ABOUT THE CONTRIBUTORS
    5. SECTION FIVE: COACHING AND MENTORING
      1. COACHING AND MENTORING: NEW TWISTS, OLD THEME–AN INTRODUCTION BY BEVERLY KAYE
      2. CHAPTER SIXTEEN: Dow Corning
        1. INTRODUCTION
        2. NEEDS ASSESSMENT
        3. DESIGN AND STRUCTURE OF THE CAREER DEVELOPMENT PROCESS
        4. IMPLEMENTATION
        5. EVALUATION
        6. LESSONS LEARNED
        7. SUMMARY
        8. ABOUT THE CONTRIBUTOR
      3. CHAPTER SEVENTEEN: MediaOne Group (AT&T)
        1. BACKGROUND
        2. BUSINESS DIAGNOSIS
        3. ASSESSMENT
        4. DESIGN & DEVELOPMENT
        5. IMPLEMENTATION
        6. ON-THE-JOB SUPPORT
        7. EVALUATION AND RESULTS
        8. ABOUT THE CONTRIBUTOR
  7. PART THREE: CONCLUSION
    1. RESEARCH: OD/HRD TRENDS AND FINDINGS
      1. ENDNOTES
    2. ABOUT LINKAGE, INC.
    3. ABOUT THE EDITORS
    4. INDEX
    5. HOW TO USE THE CD-ROM
      1. SYSTEM REQUIREMENTS
      2. GETTING STARTED
      3. MOVING AROUND
      4. TO DOWNLOAD DOCUMENTS
      5. IN CASE OF TROUBLE