A happy New Year to all.

Dr. Chaudron will be in Riyadh, Saudi Arabia from 13 January to 23 January, and in Bahrain/Khobar area from 23 January to 27 January. If we can help you during this time, or wish to meet, please contact us.
He also will be speaking in Bahrain on "Managing Change in Uncertain Times."

We also have an overview of Consensus Builder(tm), our software to assist our clients in developing strategy and managing change.

We have also created an archive of the Journal, where you can see all previous issues. 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
dgc@organizedchange.com
1 (858) 694 8191 voice and Whatsapp
dchaudron Skype



Strategic Planning

Ferreira, M. R., & Proença, J. F. (2015). Strategic Planning and Organizational Effectiveness in Social Service Organizations in Portugal.
Management: Journal Of Contemporary Management Issues, 20(2), 1-21.

Strategic planning is a valuable strategic management tool and one of its main objectives is to make organizations more effective. This study looks at understanding the reality of social service organizations and the implementation level of strategic planning as well as the impact of its application on organizational effectiveness. The current research has shown that the adoption of strategic planning has a positive influence on the organizational effectiveness of social service organizations

To read the longer summary, click here.

Additional articles on strategic planning by Dr. Chaudron are available here.


Balanced Scorecard

Hansen, E., & Schaltegger, S. (2016). The Sustainability Balanced Scorecard: A Systematic Review of Architectures.
Journal Of Business Ethics,133(2), 193-221. doi:10.1007/s10551-014-2340-3

The increasing strategic importance of environmental, social and ethical issues as well as related performance measures has spurred interest in corporate sustainability performance measurement and management systems. This article focuses on the balanced scorecard (BSC), a system aimed at balancing financial and non-financial as well as short and long-term measures as a way of measuring performance. The sustainability balanced scorecard (SBSC) is the main focus of this article and it is a modified version of the BSC that explicitly considers environmental, social or ethical issues of an organization. They found that sustainability-oriented modifications of the BSC architecture are motivated by instrumental, social/political or normative theoretical perspectives. This study contributes to the development of the emerging SBSC literature and practice and, more generally, to research on corporate sustainability performance measurement and management.

To read the longer summary, click here.

Additional articles by Dr. Chaudron on the Balanced Scorecard are available here.


360 Feedback

Rai, H., & Singh, M. (2013). A study of mediating variables of the relationship between 360° feedback and employee performance.
Human Resource Development International, 16(1), 56-73. doi:10.1080/13678868.2012.740797

The 360-degree feedback has been linked to several positive outcomes like improved performance, better interpersonal communication and smoother work relationships. This article overviews the mediating factors between the relationship of 360-degree feedback and employee performance. The results show that interpersonal communication and quality of working life have a complete mediating effect.

To read the longer summary, click here.

Additional articles on 360 feedback by Dr. Chaudron are available here.


Training

Essential Not Optional: Why Employee Training and Development Matters
https://www.biv.com/article/2014/9/essential-not-optional-why-employee-training-devel/

This article is focused on employee training and development and it crucial role in the success for an organization. It discusses the various aspects of an organization that training and development is crucial and they include: onboarding new hires, individual employee development plans, succession planning, addressing technology changes, addressing legal/regulatory issues and changes, and adaptation and response to structural change.

To read the longer summary, click here.

Additional articles on training by Dr. Chaudron are available here.


Employee Surveys

MacManus, S. A., & Strunz, K. C. (1993). Employee surveys as a strategic management tool: the case of army physician retention.
Public Administration Quarterly, 17(2), 175-200.

The purpose of this study is tow demonstrate how employee surveys can be extremely beneficial as a strategic management tool, in this case specifically as a way to develop strategies that help retain public sector professionals whose counterparts in the private sector earn considerably higher salaries (physicians, nurses, engineers, CPAs). For this study they were looking at Army physicians and the authors found that professionals remain in the public sector for many different reasons, and from a strategic management perspective, this study has shown that employee surveys which take into account both career plans and longevity of service can be extremely useful tools in developing and implementing employee retention strategies if the surveys are designed and analyzed properly.

To read a longer summary, click here.

For additional articles on employee surveys by Dr. Chaudron, click here.


Teams/Facilitation

Facilitating and Coaching
http://www.phf.org/resourcestools/Documents/Facilitating_and_Coaching_Teams.pdf

Facilitating and coaching teams are learned skills that require education, observation, and hands-on experience. The authors have used facilitation and coaching techniques with over a thousand teams to get them back on track and performing at maximum potential. This article includes tips on some effective techniques for facilitating and coaching teams. They discuss the goal of team facilitation and coaching in addition to eight key rules that need to be followed to be an effective coach. They also give some examples of issues that the authors addressed with teams in facilitation or coaching roles as things that may be encountered when helping a team. Finally, they include the Guidelines for Teams to Work Effectively.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Sahno, J., Shevtshenko, E., Karaulova, T., & Tahera, K. (2015). Framework for Continuous Improvement of Production Processes.
Engineering Economics, 26(2), 169-180. doi:10.5755/j01.ee.26.2.6969

This article is focused around a new approach of using Six Sigma DMAIC (define, measure, analyze, Improve, and control) methodology. They discuss in detail each of the five steps in regards to the various processes as well as the different aspects being measured and controlled. The authors state that in order to be competitive and successful on the market place and satisfy customers, companies should continuously improve their production processes and product quality. The features of reliable and stable production process: less scrap, less rework, less the consumption of additional recourses, time and money. The focus of this article is to describe the use of Six Sigma DMAIC methodology for the continuous improvement of production processes.

To read a longer summary, click here.

Additional articles on TQM/Six Sigma by Dr. Chaudron are available here.