- Hardcover: 547 pages
- Publisher: Pfeiffer (September 7, 2001)
- Language: English
- ISBN-10: 078795666X
- ISBN-13: 978-0787956660
- Product Dimensions: 7.3 x 1.6 x 9.6 inches
- Shipping Weight: 2.8 pounds
- Average Customer Review: 8 customer reviews
- Amazon Best Sellers Rank: #970,045 in Books (See Top 100 in Books)
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Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching
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"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."(Warren Bennis, author of On Becoming a Leader and Organizing Genius)
"very useful reference, loaded with first-rate exhibits and tables. Outstanding." (Stern's Management Review online, 1/02)
"Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational information." (Amazon.com (Top 10 Reviewer), (1/02)
"If you're looking to move human resources out of the administrative backseat to the driver seat of change management and strategic imperatives in your organization then this is the book you need to read. I recommend this book to any human resource or organization development professional or department who is seeking to be an active strategic business partner in their companies. The book documents excellent examples of benchmark tools and processes." —Sarah M. Plasky, strategic planning manager, The Document Company, Xerox
"This book is an excellent reference for all practitioners who are in the midst of helping their organizations become the benchmark of their industry. With the case study approach comes actual assessmentinstruments, initiative plans, and evaluation tools to help this take place. A very helpful tool that needs to be on every practitioner's desk." —Dave Mehl, director, Training & Development, SSOE, Inc.
"Any human resources, organization development professional, student or professor will immediately recognize the value and benefits of this handbook and will feel comfortable in implementing and learning about the practices provided." —William H. Sevilla, vice president human resources, St. Mary Medical Center; faculty member, University of Phoenix
"An invaluable, practical guide to the most promising trends in organization and human resources development. Compelling case studies offer unique insight into how global business leaders have effectively dealt with the challenges of transformational change." —William J. Trahant, partner-in-change of organization and change strategy, PricewaterhouseCoopers
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One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.
Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.
Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.
Develop the full potential of everyone, beginning with yourself!
Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:
Organizational Development & Change
Recruitment & Retention
Coaching & Mentoring
Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.
Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.
Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.