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Strategic Planning

Michael Abels. (1989) Strategic Planning.

Public Administration Review. 49 (3) 294-295.

Michael Abels does a review of some case studies provided by Bryson and Roering and makes several observations for strategic planning success. Bryson and Roering studied two organizations with two key variables for success: active participation of stakeholders on the strategic planning process and providing of motivation to the process by serving as process champions.

To read the longer summary, click here.

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


Balanced Scorecard

Heribert Reisinger, Karen S. Cravens, and Nicole Tell. (2003) Prioritizing Performance Measures within the Balanced Scorecard Framework.

MIR: Management International Review. 43 (4) 429-437.

On this paper, the authors propose a mechanism to prioritize measures of an organisation's balanced scorecard through the analytic hierarchy process. Prioritisation of measures might be beneficial for managers since an average scorecard is between 20-25 measures due to its multifunctional aspects. While all the measures are "important and interrelated", studies show that large amounts of information are difficult to process, thus, making filtering and prioritisation necessary.

To read the longer summary, click here.

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


360 Feedback

Sameer Deshpande, Anurudra Bhanot, and Sudhir Maknikar. (2015). Assessing Influence of a 360-degree Marketing Communications Campaign with a 360-degree Feedback.

Social Marketing Quarterly. 21 (3), 142-151.

This paper provides a study on how 360 degree feedback can be used by social marketing organizations to measure the effectiveness of their persuasion efforts. For this, the paper presents the influence of Project Rashka, a project that intends to support the Indian government's efforts at reducing maternal mortality and morbidity by promoting institutionalized delivery, in the rural areas of four Indian states. This measurement was provided by postintervention-only evaluations through self-report surveys and interviews.

To read the longer summary, click here.

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


Training

Adel I. El-Ansary. (1993). Sales Force Effectiveness Research Reveals New Insights and Reward-Penalty Patterns in Sales Force Training.

The Journal of Personal Selling and Sales Management. 12 (2), 83-90

There are five important factors that have a positive effect outside sales force performance: team-work, training, supplier relations, hiring practices and personality characteristics. With training being the second most significant factor for performance, this study was based on the analysis of 171 sales managers and 812 salespeople's ratings of the length, content, sources, and training methods to train both new and experiences salespeople, as well as their importance. Low performing sales forces and top performing sales forces have different training characteristics regardless of the similarities between their training budgets and evaluation of training. The practices of top performing sales forces include lengthier training periods (3 to 9 months), and broader methods, sources, and content of training.

To read the longer summary, click here.

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


Employee Surveys

Thomas F. Dowd Jr. (1973). Employee Attitude Surveys. A Key Management Tool.

Journal (American Water Works Association). 65 (1), 46-49

Attitude Surveys are effective and relatively inexpensive tools when trying to understand what employees feel about their jobs, company, and management. These surveys can also help to improve relations and meet common business problems such as union-organizing drives, loss of key employees, causes of employee grievances, communication gaps, morale-destroying favouritism, orientation and safety programs evaluation and roadblocks. In order to achieve this, the author proposes the DUS Survey Approach.

To read a longer summary, click here.

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


Teams/Facilitation

Suzanne T. Bell and Brian J. Marentette. (2011). Team viability for long-term and ongoing organizational teams.

Organizational Psychology Review. 1 (4), 275-292

This paper aims to "clarify team viability as a construct and (re)define it in terms that provide a unique and meaningful contribution to understanding the effectiveness of long-term and ongoing organizational teams". For this, the authors discuss the differences between team viability and other constructs (team satisfaction, performance, cohesion) and outline boundary conditions for which team viability might be relevant.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Six Sigma Process to Benefit Tec Costumers.

Journal (American Water Works Association). 93 (2), 43.

This brief article discusses the use of Six Sigma quality and manufacturing processes by Dow Chemical Company. The Company adopted Six Sigma as a result of customers' requirement of faster shipment and a reliable high quality. Six Sigma prevents variations in quality by attacking that variation during design of products and processes. To achieve this, a strategic shift in thinking and integral participation of all FilmTec employees was necessary.

To read a longer summary, click here.

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