A thank you to all of those we met in Abu Dhabi. We are providing this Journal to you as our way of thanks.

Signposts and Indicators our monthly summary of important political, economic, social and technological changes that affect organizations will benefit your long-term decision-making is available.
In this issue: continuing political turnover in heads of state; substantial changes in how Europe regulates stock trades; how a nation's health system influences how men view women; and how volcanoes have affected climactic change.

We have also created a periodic blog, the Impatient Strategist. Our latest entry is a primer on mergers and acquisitions. You can view it here, and also subscribe to the @OrganizedChange twitter feed.
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Best regards,

David Chaudron, PhD
managing partner
Organized Change
dgc@organizedchange.com
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Strategic Planning

Stakeholders, Strategic Planning and Critical Success Factors in Professional Accounting Organizations

Cooper, T., & Downer, P. (2012). Stakeholders, strategic planning and critical success factors in professional accounting organizations. Journal of Leadership, Accountability, and Ethics, 9(4), 82-98.

This study examines the factors that influence of a formalized strategic plan in a self-regulated industry such as the accounting profession. A detailed case study enacted over a 10 month period examined critical factors of strategic performance. The critical factors that were necessary for the success of the strategic plan were: Public and government, members, students, educators (both members and nonmembers), employers, and lastly, staff and volunteers. Furthermore, the critical factorsapproach states that certain key factors must be focused on in order for the organization to achieve its goals and objectives and therefore, these factors and the details outlining them were built into the strategic plan.

To read the full summary, click here.

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


Balanced Scorecard

'Balanced Scorecard' as an operation-level strategic planning tool for service innovation

Luo, C. A., Chang, H., & Su, C. (2012).

This study examines the four key perspectives of the Balanced Scorecard as an operation-level strategic planning tool for hospital performance. Four hospital wards were investigated, four dimensions were identified, and 13 assessment indicators were used. The results indicated that the nursing department was obligated to perform comprehensive service and specific individual service while also having its own departmental goals and tasks. This is because the nursing department represents about 50% of the human resources and employs the most interdepartmental contact then all other departments.

To read the full summary, click here.

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


360 Feedback

360° Feedback: Ready, Fire, Aim-Issues With Improper Implementation Vukotich, G. (2014).

Performance Improvement, 53,30-35. doi: 10.1002/pfi.21390

The growth of 360 feedback over the last 20 years began with its use as a device or intervention that focused on personal development. This article looks at 360 feedback, as well as mistakes that are often made while implementing and using this tool. Many organizations and individuals often see 360 feedback as a quick way to fix problems with individuals. This article explains why that is not the reason to implement this tool and the issues that result from people viewing 360 feedback in this way.

To read the full summary, click here.

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


Training

Training and Development Process and Organizational Culture Change Conceição, S. O., & Altman, B. A. (2011).

Organization Development Journal, 29(1), 33-43.

This article talks about a specific case regarding an information technology (IT) division and its training and development initiatives. The issue with the division was that it lacked a systematic approach for the encouragement of employee career development. The unit of analysis was the new approach to the training and development process, and the outcome was the holistic description and the culture change within the IT department.

To read the full summary, click here.

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


Employee Surveys

Employee Surveys: A Powerful Driver for Positive Organizational Change.

Roberts, D. R., & Levine, E. (2013). Employment Relations Today (Wiley), 40(4), 39-45. doi:10.1002/ert.21432

Employee surveys are extremely popular and are a powerful diagnostic and improvement tool especially when survey responses are confidential. This article talks about employee engagement surveys as a specific metric to assess performance. However, the article also talks about other approaches to employee surveys that one may not think to consider. Specifically safety and the link between employee attitudes and safety. Another area is rewards, where organizations can combine survey results and other HR metrics to optimize their rewards programs. The article also discusses specific surveys such as a conjoint trade-off survey and special purpose surveys.

To read the longer summary, click here.

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


Teams/Facilitation

Executive teams: An analysis of popular models with a perspective from the field

Neatby, J., Aubé, C., & Rioux, P. (2013). Organization Development Journal, 31(3), 73-89.

The article examines five popular executive team models and perspective on the usefulness of each of the models. The models were based on three criteria: They take a pragmatic approach to improving team effectiveness, they offer a holistic approach to executive team effectiveness, and they apply to executive teams. The model's structure were analyzed and were assessed by their usefulness in application. The article further details factors that impede effectiveness, areas worth developing, and areas that were overemphasized. Overall, all executive teams benefit from answering the following question "what is your purpose as a group and why do you meet?"

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Integrating Organization Development and Six Sigma: Six Sigma as a Process Improvement Intervention in Action Research

Jeffery, A. B. (2005). Organization Development Journal, 23(4), 20-31.

Organizations find success by putting the right people, with the right skills, in the right jobs at the right time and linking these people with the process and technology. The article talks about the quality improvement of Six Sigma and how it can complement other organizational development techniques when improving operational process.

To read a longer summary, click here.

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