elance The Journal of Organized Change November 2017

For those who have just started receiving the Journal, welcome!

It was a pleasure to have met all those whom we met in Tunis and Riyadh. As a thank you, we are giving you a monthly subscription to this Journal, that summarizes articles on strategic planning, the balanced scorecard, teams, surveys, 360 feedback and Six Sigma.

Dr. Chaudron is finishing articles on "How to use a management consultant", and "Translating vision into action." We will send a link to you when those are published.

We have started our periodic blog, called the Impatient Strategist. Our latest blog is on why developing a company vision is a bad idea. Please join the discussion!

An article of ours was published on improving cross-functional teamwork.

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?

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Best regards,

David Chaudron, PhD
managing partner
Organized Change
dgc@organizedchange.com
1 (858) 694 8191 voice and Whatsapp
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Strategic Planning

Johnsen, Å. (2015). Strategic Management Thinking and Practice in the Public Sector: A Strategic Planning for All Seasons?

Financial Accountability & Management, 31(3), 243-268.

This article explores how strategic management thinking manifests itself in strategic management practice in the public sector in policy formulation, planning, and budgeting. The adoption was a response to environmental turbulence. Strategic management is conceptualized as the alignment of internal capabilities with external demands, which may take the form of plans. It is important is an organizational improvement of services thus affecting its adaptability, performance, and legitimacy. The three modes of strategic management in public agencies include strategic design, internal strategic scanning, and strategic governance. Strategic management tools such as balanced scorecard and strategy mapping are especially important in public management because they operationalize public value for different stakeholders.

To read the longer summary, click here.

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


Balanced Scorecard

Campbell, D., Datar, S. M., Kulp, S. L., & Narayanan, V. G. (2015). Testing Strategy with Multiple Performance Measures: Evidence from a Balanced Scorecard Store24.

Journal Of Management Accounting Research, 27(2), 39-65. doi:10.2308/jmar-51209

This article investigates the idea that the business strategies can be tested and validated based on the statistical analysis of the firms internal performance measures. The business strategies used include formulation, implementation, and fit, which are linked with selection and use of performance measures. The two help examine whether and how multidimensional performance measurement can be distinguished. The performances measures help identify where and why the strategy failed thus leading to positive customer experiences but poor financial performance due to poor fit. Strategic control systems and balanced scorecard help give a sharper focus to executing and implementing strategy through articulating linkages between performance measures. The balanced scorecard has four perspectives.

To read the longer summary, click here.

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


360 Feedback

Lobene, E. V., Meade, A. W., & Pond III, S. B. (2015). Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers.

Journal Of Psychology, 149(7),684-710. doi:10.1080/00223980.2014.967654

The article examines how employee are perceived on over qualification (POQ) has being explored as a meaningful organizational construct; further work is needed to fully understand. POQ is subjective hence more relevant than actual, objective, level of employee qualification for predicting withdrawals behaviors. POQ is related to increased likelihood and intention to turnover, unfavorable job attitudes. This study therefore provides several important contributions to the literature. The first is to broaden the theoretical perspective of POQ by postulating two psychological avenues by which POQ may arise and the second is to incorporate individual differences alongside situational factors related to job properties.

To read the longer summary, click here.

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


Training

Robertson, I. T., Cooper, C. L., Sarkar, M., & Curran, T. (2015). Resilience training in the workplace from 2003 to 2014: a systematic review.

Journal Of Occupational And Organizational Psychology, (3), 533.

This paper presents the importance of resilience training for the employee well-being. It involves 14 researches to elaborate the effect of resistance on individual training. It also covers the four categories of dependent variables. The paper seeks to explain whether resilience training results to resilience. One of the dependent variables studied is mental health and subjective outcome. Psychosocial issues are also treated as secondary outcomes. Similarly, the physical or biological issue is also considered. Finally, performance, as a result, is expounded. The impact of resilience training is also discussed in detail. The nature of resistance training which vary according to circumstances is considered.

To read the longer summary, click here.

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


Employee Surveys

Yanchus, N. J., Beckstrand, J., & Osatuke, K. (2015). Examining burnout profiles in the Veterans Administration: All Employee Survey narrative comments.

Burnout Research, 2(4), 97-107.

This article examines the profile of burnout in the veteran's administration using narrative comments from all employee survey. The researchers compared eight MBI-based burnout profiles to employee comments in the same survey. The profiles were recognizable from raw text of comments but not from summary themes. The authors found out that it is possible to recognize burnout profiles from employees' text comments. They were able to distinguish between the quantitatively defined profiles based on the raw data of the comments. They use the configurational approach that allows for a more fine-grained understanding and thus a clearer and more accurate picture of the Veterans Administration employees' experience of burnout.

To read a longer summary, click here.

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


Teams/Facilitation

Cagiltay, K., Bichelmeyer, B., & Akilli, G. K. (2015). Working with multicultural virtual teams: critical factors for facilitation, satisfaction and success.

Smart Learning Environments, 2(1), 1-16.

This research article looks at literature review on the issues of how collaborative work comes into being and develops in multicultural virtual teams; the ways to facilitate them and what makes the work in such a team satisfactory and successful are explored. The authors seek to find To find out the main factors that impact the success of collaborative multicultural teamwork in virtual environments; an extensive literature search is conducted with keywords such as multicultural, virtual teams, collaboration, cross-cultural, ICT, computer mediated communication. Collaborative learning and working is challenging when team members who are working together come from different nations with varied cultures, histories, and socio-political beliefs.

To read a longer summary, click here.

Additional articles on teams by Dr. Chaudron are here.


Six Sigma

Taylor, J., Sinn, J., Ulmer, J. M., & Badar, M. A. (2015). Proposed Progression of Lean Six Sigma.

Journal Of Technology Studies, 41(1), 2-8.

The paper presents how Lean Six Sigma is recently being integrated and how it deals with the connection between steps in technological processes. Toyota Production System discusses Lean according to the derivation. In addition, the conceptual model of Lean Six Sigma is elaborated. It is mentioned that Lean Six Sigma is made up of two methodologies. The paper discusses the need for a new of Lean Six Sigma model. Details about a derived model for LLS are also given. Another model, Recommended Lean-Six Sigma-spec model is discussed. The paper renders Lean Six Sigma an unstandardized idea and reasons for the statement are stated.

To read a longer summary, click here.

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