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Bottom-line organization development = implementing and evaluating strategic change for lasting value /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Bottom-line organization development/ Merrill C. Anderson.
其他題名:	implementing and evaluating strategic change for lasting value /
作者:	Anderson, Merrill C.
出版者:	Amsterdam ;Elsevier Butterworth-Heinemann, : c2003.,
面頁冊數:	1 online resource (xvii, 234 p.) :ill.
附註:	Description based on print version record.
內容註:	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.
標題:	Organizational change. -
電子資源:	http://www.netlibrary.com/urlapi.asp?action=summary&v=1&bookid=104732
電子資源:	http://www.sciencedirect.com/science/book/9780750674850An electronic book accessible through the World Wide Web; click for information
電子資源:	http://public.eblib.com/EBLPublic/PublicView.do?ptiID=535039Click here to view book
電子資源:	http://www.loc.gov/catdir/toc/els031/2003057898.html
電子資源:	http://www.loc.gov/catdir/description/els031/2003057898.html
ISBN:	0080500242 (electronic bk.)

Bottom-line organization development = implementing and evaluating strategic change for lasting value /
Anderson, Merrill C.

Bottom-line organization developmentimplementing and evaluating strategic change for lasting value /[electronic resource] :Merrill C. Anderson. - Amsterdam ;Elsevier Butterworth-Heinemann,c2003. - 1 online resource (xvii, 234 p.) :ill. - Improving human performance series. - Improving human performance series..

Description based on print version record.

Includes bibliographical references (p. 218-220) and index.

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.

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. * Guides you through a proven, results-based approach to calculating the Return on Investment for large-scale, complex change management initiatives * Provides the tools to identify the key measures and specific advice on how to measure them effectively * Summarizes in simple language everything HR professionals need to do to justify and document the ROI of organization development initiatives for senior management.

ISBN: 0080500242 (electronic bk.)Subjects--Topical Terms:

516701
Organizational change.
Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD58.8 / .A682 2003eb

Dewey Class. No.: 658.4/06

Bottom-line organization development = implementing and evaluating strategic change for lasting value /
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245 1 0 $a Bottom-line organization development $h [electronic resource] : $b implementing and evaluating strategic change for lasting value / $c Merrill C. Anderson.
260 $a Amsterdam ; $a Boston : $c c2003. $b Elsevier Butterworth-Heinemann,
300 $a 1 online resource (xvii, 234 p.) : $b ill.
490 1 $a Improving human performance series
500 $a Description based on print version record.
504 $a Includes bibliographical references (p. 218-220) and index.
505 0 $a 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.
520 $a 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. * Guides you through a proven, results-based approach to calculating the Return on Investment for large-scale, complex change management initiatives * Provides the tools to identify the key measures and specific advice on how to measure them effectively * Summarizes in simple language everything HR professionals need to do to justify and document the ROI of organization development initiatives for senior management.
650 0 $a Organizational change. $3 516701
650 0 $a Rate of return. $3 656655
650 6 $a Changement organisationnel. $3 760191
650 6 $a Taux de rendement. $3 772901
655 7 $a Electronic books. $2 lcsh $3 542853
830 0 $a Improving human performance series. $3 1068021
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856 4 0 $z Click here to view book $u http://public.eblib.com/EBLPublic/PublicView.do?ptiID=535039
856 4 1 $3 Table of contents $u http://www.loc.gov/catdir/toc/els031/2003057898.html
856 4 2 $3 Publisher description $u http://www.loc.gov/catdir/description/els031/2003057898.html
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