Book Description
"Ford Motor Company would not have survived the competition had it not been for an emphasis on results. We must view education the same way," the U.S. Secretary of Education declared in 2003. But is he right? In this provocative new book, Larry Cuban takes aim at the alluring cliché that schools should be more businesslike, and shows that in its long history in business-minded America, no one has shown that a business model can be successfully applied to education.
In this straight-talking book, one of the most distinguished scholars in education charts the Gilded Age beginnings of the influential view that American schools should be organized to meet the needs of American businesses, and run according to principles of cost-efficiency, bottom-line thinking, and customer satisfaction.
Not only are schools by their nature not businesslike, Cuban argues, but the attempt to run them along business lines leads to dangerous over-standardization--of tests, and of goals for our children. Why should we think that there is such a thing as one best school? Is "college for all" achievable--or even desirable? Even if it were possible, do we really want schools to operate as bootcamps for a workforce? Cuban suggests that the best business-inspired improvement for American education would be more consistent and sustained on-the-job worker training, tailored for the job to be done, and business leaders' encouragement--and adoption--of an ethic of civic engagement and public service.
Customer Reviews:
A must--timely, lively!.......2005-08-31
Larry Cuban is always timely, but amidst today's hype this is a well-informed, careful and much needed antidote to a lot of what gets said about schooling. It speaks to a wide audience--I hope teachers and school folks read it, and parents, and also the people who write the news we all read.
Deborah Meier
Book Description
The primary aim or purpose of this book is providing a methodology for creating a CoachSystem (CS) in an organization.
This book is also not necessarily a skills and practices book. There are many great coaching skills and practices books available for developing coaching ksa's but hardly anything on what coaching can do for and to organizations!
This book also provides a method to take coaching to the line-the bottom line in organizations-all the way to the customer interface. It provides a simple, yet effective model of coaching that anyone can learn in a few minutes and then proceed down a path of mastery over time to creating organizational effectiveness.
Clearly this book lays out for you a coaching methodology you can teach to your line managers, or use with your customer service department-even your kids! It helps you build a CoachSystem, integrating coaching into your organization at every level.
The book is about creating outcomes for the individual and the organization that lead to well-being, purpose, competence and awareness. It is based on proven methods of improving performance, creating generative rather than destructive change and facilitating individual and organizational transformation.
Customer Reviews:
well written and easy to follow and understand.......1999-11-02
I enjoyed reading your book immensely. It was an ongoing revelation of our relationship over the past 12 years. The "light-bulb" was constantly being illuminated as the coaching principles you so clearly and succintly penned to paper shined before my consciousness. You truly have been practicing what you preach!
The depth of your research and how you incorporated into your thoughts and practice was appreciated throughout the book. It is well written and easy to follow and understand. I am recommending it to all my colleagues. We are not coaches but just understanding the dynamics you put forth are sound for any relationships we encounter in the future of our practice.
Book Description
Organization development practitioners have, for over half a century, engaged with organizations to help them grow and thrive. The artful application of Organization Development (OD) has helped business leaders articulate vision, rethink business processes, create more fluid organization structures and better utilize people's talents. While business leaders and OD practitioners intuitively believe that OD provides valuable results, rigorous measurement of the value delivered has long eluded many OD practitioners.
'Bottom-Line Organization Development' provides powerful tools to capture and measure the financial return on investment (ROI) of OD projects to the business. Given the increasing competition for budget and resources within organizations and the requirements of demonstrating tangible results, the need for such OD measurement tools is very high.
But in addition to proving the value of OD projects, integrating evaluation into the change management process itself can actually increase the value of the change initiative because it opens up new ways of capturing and increasing the value of change initiatives. In other words, there is an ROI to ROI. Merrill Anderson calls this new way of approaching OD "strategic change valuation."
The book explains the five steps in the OD value process - diagnosis, design, deployment, evaluation and reflection. In addition, three case studies take readers through the process of applying bottom-line OD to three types of popular strategic change initiatives: executive coaching, organization capability, and knowledge management. Readers will gain a holistic perspective of how to make the seemingly intangible benefits of these initiatives tangible.
* Guides you through a proven, results-based approach to calculating the Return on Investment for large-scale, complex change management initiatives
* Provides the tools to identify the key measures and specific advice on how to measure them effectively
* Summarizes in simple language everything HR professionals need to do to justify and document the ROI of organization development initiatives for senior management
Customer Reviews:
Almost There.......2006-04-12
I just finished reading this one and it is helpful. The book is a good guide to a suggested consultative process based on this high-level process:
"1) Formally link top business goals to change initiative objectives.
2) Develop evaluation objectives that guide change management activities.
3) Maximize the success of initiative deployment.
4) Isolate the effects of the initiative to produce business results.
5) Convert the business results into monetary value.
6) Calculate the return on investment.
7) Leverage evaluation to sustain strategic change."
The overall framework of this process is probably familiar to many folks but the book does include many well-thought-out examples for converting business results to monetary value with some degree of formality.
Helpful tips regarding up-front surveys and assessments for high-value projects are valuable and include specific examples.
The book espouses some good ideas for documenting the overall process but does not provide detailed examples for those cases.
The authors do present a thoughtful and complete process with an emphasis on techniques for documenting how to ensure that the value of change initiatives; be they training, reorganization, coaching, or introduction of new technologies and tools, are properly valued by the larger organization so you can always answer the question "what have you done for me lately."
How OD and HR deliver dollar value.......2003-10-28
This book has several case studies that show from real-world experience how to show dollar value from so-called "soft initiatives." There are several tools and ideas for demonstrating beyond a reasonable doubt how the change initiative delivered monetary value. Dave Ulrich endorsed the book.
Book Description
It's one of the best-kept secrets of the corporate world: for years, leading companies have been quietly using the Baldrige framework - not just to apply for this prestigious award - but to improve their bottom line results. Companies such as IBM, FedEx, and Xerox have been using Baldrige to conduct organizational assessment as a way of driving their improvement efforts. And pioneering organizations in other sectors - such as education, health care and government-are also using assessment to improve their 'bottom line': improved efficiency and better service to students, patients and citizens.
Customer Reviews:
A handy repository of Hutton's experience and wisdom.......2004-03-08
Written by a skilled business consultant David Hutton (who is also the President of his own company -- David Hutton Associates, Inc.), From Baldrige To The Bottom Line: A Road Map For Organizational Change And Improvement is a handy repository of Hutton's experience and wisdom concerning the assessment process, and just how to go about tailoring data-gathering techniques to suit the needs of any company or corporate project. A detailed and in-depth roadmap to discovering which areas need change or improvement and forging ahead to a smoother, more profitable future, From Baldrige To The Bottom Line is recommended for Business School reference libraries and corporate management reading lists.
From Baldrige to the Bottom Line.......2000-03-20
The Malcolm Baldrige National Quality Award Process has grown in 12 years to be one of the most positive and influential prgrams to come out of Washington D.C. The National Institute of Standards and Technology (NIST) uses a measure of performance of the publicly traded Baldrige Award winners that compares these companies' stock price appreciation with the S&P 500 Index. In the most recent year, the "Baldrige Fund" outperformed the S&P Index by a margin of almost 5 to 1. Most companies will never apply for a Baldrige Award. However, many companies have used a Baldrige-based assessment criteria to evaluate their business and to focus their improvement efforts. The author has written a very useful guide for managers to use in deploying a Baldrige-based assessment system. As a senior Baldrige examiner I know that most companies need guidance to gain maximum benefit from an internal assessment process. Mr. Hutton's book is a must read for any manager or consultant before undertaking Baldrige-based assessment. It will also be useful to managers seeking ideas to improve an existing approach. In Baldrige-based assessments, the "how" question is looking for systematic approaches to the management systems in an organization. In this book, the author describes a systematic approach to assessment and provides illustrations through case studies of a variety of companies and how they use the process to get better at getting better.
Road map for results.......2000-03-18
If leaders of any service business expect to achieve and sustain an outstanding level of service quality, they must sooner or later turn their attention to the organization itself as the means of achieving customer/ citizen focus..The culture, the vision and direction, the leadership, the alignment of resources and functions, and the motivation and commitment of the workers are all essential ingredients for service excellence. Therefore, if you hope to get things right on the outside, you first have to get things right on the inside. David Hutton takes us through the steps needed for an organization to undertake an organizational assessment His road map provides guidance and examples for users and acquirers of assessment instruments to develop a quality management system. There are at least 5 important elements that you need for conducting an assessment to drive organizational change: a genuine commitment by the leadership, an assessment model, an assessment method, competent assessors, and the prerequisite of reading David Hutton's book.
Road map for results.......2000-03-18
If leaders of any service business expect to achieve and sustain an outstanding level of service quality, they must sooner or later turn their attention to the organization itself as the means of achieving customer/ citizen focus..The culture, the vision and direction, the leadership, the alignment of resources and functions, and the motivation and commitment of the workers are all essential ingredients for service excellence. Therefore, if you hope to get things right on the outside, you first have to get things right on the inside. David Hutton takes us through the steps needed for an organization to undertake an organizational assessment His road map provides guidance and examples for users and acquirers of assessment instruments to develop a quality management system. There are at least 5 important elements that you need for conducting an assessment to drive organizational change: a genuine commitment by the leadership, an assessment model, an assessment method, competent assessors, and the prerequisite of reading David Hutton's book.
Average customer rating:
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Abuse in the Workplace: Management Remedies and Bottom Line Impact
Emily S. Bassman
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
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| Organizational Behavior
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Workplace
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General
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Human Resources & Personnel Management
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| Qualifying Textbooks - Fall 2007
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Similar Items:
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Mobbing: Emotional Abuse in the American Workplace, 2002 Revised Edition
ASIN: 089930673X |
Book Description
This book identifies a major threat to the productivity, profitability, and competitiveness of American business. This threat is the deteriorating relationship between managers and employees in the face of repeated downsizing, cost-cutting, and demands to accomplish more with fewer resources. Stress brings out dysfunctional, abusive behavior in managers, and a form of "generic harassment" results. Emily S. Bassman creates a vision of the antithesis of an abusive environment: one that is enpowering, where fair treatment is lived out in daily practices, where employees choose to exert discretionary effort, creating a peak performance culture. In creating this vision, the author applies principles from Total Quality Management to human relationships in the workplace, especially to those between managers and subordinates. The unique contribution is putting W.E. Deming's quality principles into behavioral terms based on psychology and learning theory. The author effectively documents that a transformation of how employees are treated is necessary, and not primarily to increase employee satisfaction. Rather, the primary reason to use these principles is to create the conditions whereby every employee can reach their full potential, thereby maximizing their contribution to the business and achieving transformational, rather than incremental improvements in productivity. Bassman begins by mapping out the problem-defining and describing the various forms of abuse that surface in organizations, and clarifying how employee victims of abuse behave very similarly to victims of other forms of abuse. The unique elements of employee abuse are explained in terms of the nature of power in organizations. Why we persist in self-defeating, punishing interactions is explained with reference to principles of learning, and strategies are outlined for breaking the cycle of punishment and methods of negative behavior control. The author then moves from a consideration of individual abusive relationships to institutional abuse. How employees are treated is positioned as an ethical issue, and related to aspects of corporate culture, policies, and management practices. This leads into a discussion of the impact of employee abuse on organizations. Bassman documents the costs incurred by organizations that tolerate abuse, and describes some of the corporate programs that can be used to assess the extent to which employee abuse exists in the organization. The last section of the book deals with solutions, offering guidance for senior management teams that choose to involve themselves in an assessment and cultural change effort. This book is designed to educate management and senior leadership about the issues, and provide a roadmap for change, both for leaders and managers, and for those change agents (consultants, human resource managers) who may work with them.
Average customer rating:
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Beyond the Bottom Line 2: Do We Really Want Constant Change?
Theodore E. Zorn ,
George Cheney , and
Lars Thoger Christensen
Manufacturer: Berrett-Koehler Publishers
ProductGroup: Book
Binding: Paperback
General
| Organizational Behavior
| Business & Investing
| Subjects
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General
| Business & Investing
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Management & Leadership
| Business & Investing
| Subjects
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| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
| Training
ASIN: 1583760768 |
Book Description
Summary
Do We Really Want Constant Change explores the human and organizational consequences of our infatuation with change and recommends ways to balance the opposing, but equally valuable, forces of change and stability. ------------------------------------------------------------------------ Description
Change has become an end in itself, not a means to an end.
Obviously there is a need for change. Organizations need to adapt to new circumstances and to prepare for anticipated future conditions.
But, argue the authors of this provocative new Beyond the Bottom Line booklet, change and flexibility have become "god terms"-terms that are accepted unquestioningly as good. All you have to do is invoke them and you can gain the ready assent of others.
This happens every time a new change strategy comes along-TQM, reengineering, business process outsourcing, etc. Often the old strategy is dropped-whether or not it's shown results-and the new one is embraced, simply because it's the latest, presumably best, way to maintain the sine qua non of modern management: constant change.
The rush to change has become so fast, so heated, and so unthinking in many cases that we rarely have time to reflect on exactly what it is we're trying to accomplish. And organizations often overlook the fact that fact that constant change comes at a price-not just in money spent on consultants and seminars and training materials, but also in time, energy, and employee morale. A price that often outweighs the theoretical benefits.
Average customer rating:
- Philip Moorley a Change Master?
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Change and the Bottom Line
Alan Warner
Manufacturer: Gower Publishing Company
ProductGroup: Book
Binding: Hardcover
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
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General
| Business & Investing
| Subjects
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Management
| Accounting
| Industries & Professions
| Business & Investing
| Subjects
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Management & Leadership
| Business & Investing
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| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
| Training
ASIN: 0566075601 |
Customer Reviews:
Philip Moorley a Change Master?.......2000-08-16
I have used this book for the past three semesters in my MBA class Organizational Theory and Behavior at the University of St. Thomas in Minneapolis. Students like the book because it is written as a novel. They identify with the main character and see the types of dilemmas that change brings for the leader of an organization. They also appreciate that the book is international taking place on England. Some of the cultural aspects of the company's culture become evident and are central to the change story. Students also like the fact that personal and business issues are illustrated causing us to discuss relocation, stress and family balance issues. I like the book for these reasons as well. In addition, I appreciate that Warner presents change as an imporatant business process with a language, tools, concepts and steps like other important business processes.I recommend this book to faculty who teach organizational behavior courses, to students of change and to business leaders caught up in thge dilemmas of change.
Average customer rating:
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The Grunch Who Ate The Bottom Line! (The Grunch Who...! series)
Bernard W. Palmatier
Manufacturer: AT&S Pub
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
| Subjects
| Books
Management & Leadership
| Business & Investing
| Subjects
| Books
| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
| Training
ASIN: 0961458402 |
Average customer rating:
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Making Training Work: How to Achieve Bottom-Line Results and Lasting Success
Berton H. Gunter
Manufacturer: ASQ Quality Press
ProductGroup: Book
Binding: Paperback
General
| Business & Investing
| Subjects
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Human Resources & Personnel Management
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Training
| Management & Leadership
| Business & Investing
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Vocational Guidance
| Job Hunting & Careers
| Business & Investing
| Subjects
| Books
ASIN: 0873893409 |
Book Description
Are you getting far too little in return from your training investment? Do employees give glowing evaluations, and then fail to implement what they learned when they go back to work? There is probably a good reason for this: you are not focusing on the right customer.
Berton Gunter, a leading trainer and consultant, presents an innovative total project-driven (TPD) training strategy to overcome this problem. TPD utilizes a unique eight-step process to help you identify and target training's real customers-anyone who benefits because employees went through training. Getting these customers involved from the beginning will make your training programs successful and lasting.
The eight-step process is based on a quality systems approach that applies proven quality principles and methods (such as quality function deployment) to the training process. Using it, the author shows you how to:
Emphasize workplace application to aid learning and yield immediate, tangible benefits; gain management involvement in development and follow-up, which is key to long-term success; and determine what to teach...and how to teach it.
This book is written in an easy-to-read format with numerous illustrations, exercises, and sidebars to help you quickly learn and effectively apply the methods in your organization. Using the author's strategies and tools will invigorate your training efforts and produce immediate benefits and lasting success.
Average customer rating:
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Quality on Trial: Bringing Bottom-Line Accountability to the Quality Effort
Roger J. Howe ,
Dee Gaeddert , and
Maynard A. Howe
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
| Subjects
| Books
Leadership
| Management & Leadership
| Business & Investing
| Subjects
| Books
Quality Control
| Management & Leadership
| Business & Investing
| Subjects
| Books
Total Quality Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Quality Control
| Industrial, Manufacturing & Operational Systems
| Engineering
| Professional & Technical
| Subjects
| Books
ASIN: 0070305838 |
Book Description
In the rush toward quality improvement, many companies have assumed that TQM program automatically pay off--and that related expenses are always recouped. This pioneering book challenges those fatal notions. It exposes the root cause of failure in many quality initiatives, and shows how to implement a quality review process directly linked to financial and operational performance. A must for businesses that, despite limited resources, are eager to join the quality bandwagon--and for all managers who must bridge the gap between long-range quality efforts and short-term fiscal results.
Customer Reviews:
Quality on Trial.......2000-09-15
Dr. Dee Gaeddert and Dr. Maynard Howe are co-authors of this book. The description names them as contributors - this is not accurate.
Books:
- The Fifth Discipline: The Art & Practice of The Learning Organization
- The Fred Factor: How passion in your work and life can turn the ordinary into the extraordinary
- The Journalist And The Murderer
- The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
- The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
- The Last Remaining Seats: Movie Palaces in Tinseltown
- The Next Level: What Insiders Know About Executive Success
- The Oxford Companion to the Supreme Court of the United States
- The PDMA Handbook of New Product Development, Second Edition
- The Sixty-Second Motivator
Books Index
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