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Books
by Organized Change
Nailing Strategy Jelly to
Your Business Treeby David
Chaudron, PhD
Paperback
List Price: $19.95
Master of all You Survey
by David Chaudron PhD
Paperback
List Price: $14.95
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As the southern United States begins its
recovery from tornadoes, we hope the rest of you
are enjoying the return on Spring weather.
Signposts and Indicators, our monthly
summary of important political, economic, social
and technological changes that affect
organizations will benefit your long-term
decision-making. This month, we'll discuss the
sticky problem of the next Republican nominee
for the US Presidency, the rise and
complications of Chinese investments in Africa,
and the rise of the superweeds that will affect
much of agriculture.
We have also created an
archive of the Journal, where you can see
all previous issues of 2010. Enjoy!
We'd like to ask a favor of you. To build on the
success of the Journal, could you
forward this email to two or three
colleagues?
We are interested
in your comments and feedback. Please click
here to do so.
Best regards,
David Chaudron, PhD
managing partner
Organized Change
1 (858) 694 8191
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Strategic Planning
Mental Models, Decision Rules, and Performance
Heterogeneity
M. S. Gary & R. E. Wood
Managerial mental models are a clear determinate
of strategic choices. The paper
explores the difference between a clear mental
model and performance. It also
helps to explain why some managers adopt
strategies that lead to success while others do
not. Managers with more accurate
causal models of the business environment
achieve higher performance outcomes.
Managers do not need to know the entire
business environment yet only the key aspects of
the business.
Read the full
article
here.
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Balanced Scorecard
Managing the Modern Office
M. Keen & C. Evans
The authors suggest this tool is not an
easy fix to an existing problem nor is
it a band-aid to cover the symptoms of
an underlying problem.
Managers must have a series of meetings
with careful analysis and thought
process to create goals and objectives.
Strategy is important and clear
objectives are to align with performance
metrics. Overall, the
balanced scorecard is only effective
when an organization has a
'comprehensive' strategy to drive it.
The great advantage of the balanced
scorecard is that you can check the
overall health of short, medium, and
long-term objectives. So
how do we check the overall health using
this approach?
To read
the full article click
here
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360 Feedback
The
Relation between Managers' Emotional Intelligence
and the Organizational Climate they Create
N. Momeni
360 feedback was the survey tool used in measuring
the emotional intelligence of managers and the
organizational climate they create. Thirty managers'
and 140 supervisors feedback measured by regression
analysis indicated positive correlations between the
two variables. The results also
indicated two additional emotional intelligence
factors that revealed correlations with
organizational climate.
To continue reading this article click
here.
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Training
Is More Structure Better? A
Comparison of Frame-of-Reference
Training and Descriptively Anchored
Rating Scales to Improve Interviewers'
Rating Quality
K. G. Melchers, N. Lienhardt, M. V.
Aarburg, & M. Klienmann
The study presents two methods to
improve interview structure: 1)
conducting training and 2) anchored
rating scales. Training
substantially improves rater accuracy
and using descriptive anchored rating
scales did improve accuracy and
interrater reliability for participants
with controlled training. The limitation
of this study is that it only looked at
short-term effects, measuring accuracy
directly after training.
To continue reading this article click
here.
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Employee Surveys
Predicting Business Unit Performance using Employee
Surveys: Monitoring HRM-related challenges
K. Van De Voorde, J. Paauwe & M. Van Veldhoven
Predicting business unit performance of a large
financial organization with members exceeding nine
million can be difficult to assess.
Empirical research investigates longitudinal
relationships between employee surveys and branch
supervisors. Employee dimensions
consisted of 1) quality orientation 2) goal
effectiveness 3) information sharing 4) pay
satisfaction 5) job security and 6) job development.
Profit per-time equivalents of financial
branches created the performance measure. Results
showed decreasing and increasing of areas
performance. What are the exact effects
between survey dimensions and performance?
To
continue reading this article click
here.
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Teams/Facilitation
Managing Global IT
Teams: Considering Cultural Dynamics
F. Niederman & F. B. Tan
This article provides a set of principles that are
effective for virtual teamwork. It also provides a
table of global IT team and project activities. The
cross-cultural manager needs basic skills in the
facets of global IT teams presented by the table.
In addition, the paper states two additional
skill sets to help manage global teams.
To continue reading this article click
here.
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Six Sigma
Total Quality Management Implementation in the
Egyptian Construction Industry
T. Elghamrawy & T. Shibayama
The construction industry has difficulty with
quality management when the economy is facing
hardship. The paper examines two case studies, one
of a local Egyptian contractor and another with a
Japanese contractor both assessing the Egyptian
construction. A new model of Total
Quality Management (TQM) is presented using
advantages from the Japanese contractor and
implementing them in the Egyptian construction
industry. The model consists of steps: 1) commitment
to management 2) orientation 3) planning the program
4) training on TQM 4) conducting quality projects
and 5) measuring results.
To continue reading this article click
here.
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