elance The Journal of Organized Change June 2018

A happy May to all of you, and Ramadan Kareem to our Muslim friends.

It was a pleasure meeting many of you in our last trip to the Middle East, where Dr. Chaudron spoke at the Arab Trainer's Union, and the American Egyptian Chamber of Commerce on change management.

For those whom I met there, we are providing you free of the charge, the Journal of Organized Change, our monthly publication with summaries of articles on a variety of management topics. You may of course unsubscribe at any time.

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David Chaudron, PhD
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Strategic Planning

Ali, A. A. (2018). Strategic planning-organizational performance relationship: Perspectives of previous studies and literature review.

International Journal of Healthcare Management, 11(1), 8-24.

This article is a literature review on the relationship between strategic planning and organizational performance. The author defines strategic planning as the process of determining the mission, major objectives, strategies, and policies that govern the acquisition and allocation of resources to achieve organizational aims. According to the reviewed literature, management time spent developing strategic process and activities, such as a mission statement could be better spent on the management of the business.

To read the longer summary, click here.

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


Balanced Scorecard

Evans, N. (2005). Assessing the balanced scorecard as a management tool for hotels.

International Journal of Contemporary Hospitality management, 17(5), 376-390.

This paper assesses the balanced scorecard (BSC) approach to strategy and its usefulness for the international hotel industry. The author undertakes a wide-ranging literature review which focuses on strategic implementation and the BSC approach, which is compared and contrasted with evidence of practice derived from a survey of hotels in Northeast England. Reports are available which indicate the usefulness of a BSC approach, albeit modified to suit individual circumstances, but also point to potential pitfalls in its implementation.

To read the longer summary, click here.

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


360 Feedback

Kaya, N., Durgut, S., & Aydin, S. (2016). Training Performance Evaluation Using the 360-Degree Feedback Method.

19Th Eurasian Business And Economics Society, 1(1), 623-628.

This paper focuses the use of 360-degree feedback method for evaluating training performance and suggests that this method may yield more objective and participative results by taking not only the supervisor's but also the other parts' (customers, colleagues, and subordinates) views into consideration. The authors suggest that this method may yield more objective and participative results than conventional methods, due to taking not only the views of supervisors but also those of other parties such as customers, colleagues, and subordinates into consideration. The authors carried out the study with the cooperative back during their training programs and they found out that 360-degree feedback has positive and significant results.

To read the longer summary, click here.

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


Training

Saari, L., & Scherbaum, C. (2011). Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines.

Industrial And Organizational Psychology, 4(04), 435-448.

This article opens up a discussion on identified surveys, describe them under the circumstances in which they can be used, and highlight potential concerns with them. As employee surveys have expanded and evolved in their use, the practice of surveying has also evolved and one area that shows this change is the impact of technology on survey practices.Another change in employee surveys has been the increased realization that employee attitudes, as measured by employee surveys, can be statistically related to other important organizational data.

To read the longer summary, click here.

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


Employee Surveys

Saari, L., & Scherbaum, C. (2011). Identified Employee Surveys: Potential Promise, Perils, and Professional Practice Guidelines.

Industrial And Organizational Psychology, 4(04), 435-448.

This article opens up a discussion on identified surveys, describe them under the circumstances in which they can be used, and highlight potential concerns with them. As employee surveys have expanded and evolved in their use, the practice of surveying has also evolved and one area that shows this change is the impact of technology on survey practices.Another change in employee surveys has been the increased realization that employee attitudes, as measured by employee surveys, can be statistically related to other important organizational data.

To read a longer summary, click here.

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


Teams/Facilitation

Koeslag-Kreunen, M., Van den Bossche, P., Hoven, M., Van der Klink, M., & Gijselaers, W. (2018). When Leadership Powers Team Learning: A Meta-Analysis.

Small Group Research, 1-39.

Creates synergies between different workgroups and individuals to ensure a positive outcome; works with others to ensure teamwork and collaboration. This article is a meta-analysis examining how and under what conditions team leadership behaviour powers team learning behaviour. The analysis shows that team leadership behaviour have a significant influence on learning behaviour. Second, the author found that the effect of different team leadership behavioural sources (i.e., vertical and shared) and styles (i.e., person-focused and task-focused) on team learning behaviour was analyzed. The authors found that a growing amount of research on team leadership behaviours has become available, and includes more detailed information about leadership behavior (i.e., shared, vertical, person-focused, and task-focused team leadership behaviors).

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Chakrabarty, A., & Chuan Tan, K. (2018). The current state of six sigma application in services. Managing Service Quality

An International Journal of Six Sigma, 17(2), 194-208.

This article looks at the current state of the application of six sigma in services for managing the quality of service. The article reviews six sigma applications in services along five main themes and seeks to draw on these themes to reflect on the wider applicability of six sigma in service. Despite its importance in quality management, the authors conclude that shows that there is a limitation in the spread of six sigma in services.

To read a longer summary, click here.

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