elance The Journal of Organized Change March 2018

A happy March to all of you.

We have also have a new case study on our website, of how a Middle Eastern client used our Consensus Builder collaboration technology.

David Chaudron, our managing partner, will be presenting on April 10 in Cairo, at the Arab Trainers Union conference. Those wishing to attend should contact Dr. Younis Kataybeh.

We have started our periodic blog, called the Impatient Strategist. Please join the discussion!

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

Bolisani, E., & Scarso, E. (2015). Strategic planning approaches to knowledge management: A taxonomy.
Vine, 45(4), 495-508.

Retrieved from https://search-proquest-com.proxy-library.ashford.edu/docview/1732776755?accountid=32521

Strategic management incorporate a continuous process of planning, monitoring, analyzing and assessment of all factors necessary for an organization to meet is objectives and goals. This paper looks at as well as proposes taxonomy of approaching strategic planning of knowledge management. There is an agreement that successful knowledge management necessitate proper planning. The author concludes that companies' planning processes can differ: some companies have first an analysis of internal needs or external pressures and later a formulation of possible KM strategies, which finally results in KM operative plans.

To read the longer summary, click here.

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


Balanced Scorecard

Lonbani, M., Sofian, S. and Baroto, M. (2015). Linking balanced scorecard measures to SMEs' business strategy: Addressing the moderating role of financial resources.

International Journal of Research, 3(12), pp.92-99.

Firms use balances scorecard (BSC) to evaluate various aspects in their performance, such as financial, customer, learning and growth, and internal business processes. This paper looks at how firms use balanced scorecard in their business strategy to harness their financial resources. BSC helps managers have a complete view of the organization, and providing them consistent feedback for management controlling goals and evaluating the performance. The authors conclude that SMEs can use BSC to improve their performance especially financial resources.

To read the longer summary, click here.

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


360 Feedback

Ali, A. (2015). Leadership assessment through 360 degree feedback system - an insight of prevailing concepts.

Global Management Journal for Academic & Corporate Studies, 5(1), 22-30.

With 360-degree feedback system, employees receive confidential, anonymous feedback from the people who work around them. This paper aims at understanding the conceptualization of leadership assessment in an organization by assessing concept and leadership models of 360-degree feedback as proposed by famous scholars. The objective to use this tool of 3600 feedback is to promote self-awareness in a specified group. The 360 degree feedback method is considered the most helpful and innovative method for evaluating a leader's Knowledge, skills and abilities

To read the longer summary, click here.

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


Training

Padmasiri, M. D., Sandamali, J. G. P., Mahalekamge, W. G. S., & Mendis, M. V. S. (2018). The Relationship between Training and Development and Employee Performance of Executive Level Employees in Apparel Organizations.

International Invention of Scientific Journal, 2(01), 12-17.

Employee training is focused on teaching and communicating with employee's instructions and or information to improve their performance. This paper links employee training with development and employee performance in executive level. The authors suggest that organization should build a correct and logically substantial mechanism to select the employees who definitely participating to the training program. Management need to be established a widely spread evaluation scheme to enhance performance of employees according to the organization objectives.

To read the longer summary, click here.

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


Employee Surveys

Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2017). Predicting business unit performance using employee surveys: monitoring HRM-related changes.

Human resource management journal, 20(1), 44-63.

Organizations use employee surveys as tools for gaining feedback on and measuring employee performance, morale, and engagement. The current paper examines to what extent employee surveys can serve as a predictor of better financial performance at the branch level. The authors find that branches can manage to obtain these scores, which in turn suggests there is still room for improvement in profitability for the organization in the branches that have not yet obtained these scores.

To read a longer summary, click here.

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


Teams/Facilitation

Lessard, S., Bareil, C., Lalonde, L., Duhamel, F., Hudon, E., Goudreau, J., & Lévesque, L. (2015). External facilitators and interprofessional facilitation teams: a qualitative study of their roles in supporting practice change.

Implementation Science, 11(1), 97.

Organizations can use team facilitation to manage and support change as it is a powerful approach. This paper aims at understanding the facilitation roles exercised by both external facilitators and interprofessional facilitation teams to foster the implementation of change. The authors describes facilitation as an approach used by appointed individuals, which teams can also foster, to build capacity and support practice change.It also helps decision makers become aware of the multiple roles and dynamics involved and the key competencies needed to recruit facilitators and members of interprofessional facilitation teams.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Shokri, A., Waring, T. S., & Nabhani, F. (2016). Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects: An empirical study in the German manufacturing sector.

International Journal of Operations & Production Management, 36(8), 850-878.

Lean Six Sigma (LSS) is a business improvement strategy that has flourished over the last decade because of its promise of enhanced business performance and market capability. This paper examines three fundamental human-related behaviour factors related to lean sigma (LSS) in SMEs on readiness of people to commerce LSS projects. The authors find a strong positive association between core competence of people and organisational culture with readiness for commencing LSS in the manufacturing SMEs.

To read a longer summary, click here.

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