Book Description
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they
- Commit to organizational objectives and culture
- Transform behaviors, cultures, and perceptions
- Implement competency or organization effectiveness models
- Exhibit strong top management leadership support and passion
Download Description
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they
- Commit to organizational objectives and culture
- Transform behaviors, cultures, and perceptions
- Implement competency or organization effectiveness models
- Exhibit strong top management leadership support and passion
Customer Reviews:
The Lack of Leadership .......2006-09-11
As a graduate student in International Relations I study the effects of poor leadership all over the world. So you can imagine how important insightful words on leadership are in this day and age. Mr. Carter has given us the tools to make us better leaders all we have to do is use them! I highly recommend we all read this book.
"Must have" for your leadership library.......2006-08-24
Once again Louis Carter and a team of experts have written a brilliant book on leadership development. As a person working with organizations to enhance their leadership systems I highly recommend this book as a must have for their library. Great case studies and best practices to benchmark.
Chris Webb, Director, The Ariel Group
This book shows the landscape about how the great companies use OD and HRD .......2006-07-08
I think this is for the practitioner. In fact it is lack of accademic focus, but it has the great merit to show how the OD and HRD is implemented in field actually . Throuhg this book I can see the overall landscpe of practical OD.
Glorification of deadbeats.......2006-05-30
Ulrich leads up to believe that the likes named here are the holy grail of best practice. The list of names reads like the book of deadbeats and the academically challenged, Agilent thrashed its self to a fraction of its former glory by the people he named and we are supposed to kneel in worship. Its leaders were clueless buffoons.
The other three reviewers must be Ulrichs relatives, or on the payroll. If you take on board this rubbish, do your current employer a favour and find work in another field of endeavour.
A Step-by-Step System To Organization and HR Development .......2005-03-16
"In September 2003, Lou Carter's Best Practices Institute performed a research study on trends and practices in leadership development and organization change. BPI asked organizations in a range of industries, sizes, and positions in the business cycle to identify their top methods of achieving strategic change and objectives. The study found that there is a strong demand, in particular, in the following areas of leadership development and organization change (leadership development, performance management, organization development and change, innovation and service enhancement, and coaching). Louis Carter, David Ulrich, and Marshall Goldsmith (editors) say that our continual research in the area of best practices in leadership development and change strongly support the assumptions and organizational case studies that we profile within this book (from Introduction)."
Louis Carter et al. write that `'this book contains step-by-step approaches, tools, instruments, models, and practices for implementing the entire process of leadership development and change. The components of this book can be practically leveraged within your work environment to enable a leadership development or change initiative. The exhibits, forms, and instruments at the back of each chapter may be used within the classroom or by your organization development team or learners.''
In this context, BSI defines a six-phase system to leadership and organization change, which may be seen in most of the case studies in this book. The phases and case studies are listed below:
I- PHASES:
(1). Business Diagnosis, (2). Assessment, (3). Program Design, (4). Implementation, (5). On-the-Job Support, (6). Evaluation.
II- CASES:
(1). Agilent Technologies. Inc. - Electronics with 36,000 employees. (2). Corning - Communications with 23,300 employees. (3). Delnor Hospital - Health care with 1,382 employees. (4). Emmis Communications - Media with 3,080 employees. (5). First Consulting Group - Business services with 1,775 employees. (6). GE Capital - Finance with 315,000+ employees. (7). Hewlett-Packard - Computer hardware with 141,000 employees. (8). Honeywell Aerospace - Technology and manufacturing with 100,000+ employees. (9). Intel - Manufacturing, electronics with 78,700 employees. (10). Lockheed Martin - Aerospace and defense with 125,000 employees. (11). Mattel - Consumer products with 25,000 employees. (12). McDonald's Corporation - Leisure, restaurants with 413,000 employees. (13). MIT - Education with 9,400 employees. (14). Motorola - Telecommunications with 97,000 employees. (15). Praxair - Chemicals with 25,010 employees. (16). St. Luke's Hospital and Health Network - Health care with 5,500 employees. (17). StorageTek - Computer hardware with 7,100 employees. (18). Windber Medical Center - Health care with 427 employees.
Finally, as Louis Carter et al. say, ``although each organization differs with respect to area of expertise, amount of yearly revenues, and types of initiatives undertaken, each shares a similar goal of creating more successful and results-oriented organizations by way of organizational change and leadership development.''
I highly recommend this handbook to all leaders who want to achieve organization change and leadership development.
Book Description
This is the second edition of the best-selling book that shows how to get instructional design done fast and get it done right! If you need a basic understanding of what instructional design is and a hands-on, to-the-point method of ensuring that the training and performance interventions you put into place meet the needs of your staff and your organization, this book is for you. It offers a no-nonsense walk through all the steps in the instructional design process and each step is explained in language that is conversational and easy to understand. This new edition addresses such topics as learning analysis, return on investment, and designing asynchronous and synchronous e-learning, as well as a wealth of illustrative examples of storyboards and professional commentary and case studies from professionals in the field.
Customer Reviews:
Great resource for Instructional designers.......2007-08-23
An an instructional designer, I know how difficult it can be to find good written resources on the subject, and it is next to impossible to find resources that don't waste too much time on ID history and theory.
I wanted a practical resource, and that is exactly what this book is. It explains ID procedure in great detail and stays away from uneccessary theoretical mumbo jumbo. My only criticism is that it can get wordy and repetitive at times.
This is not a book for ID students, it's a book for actual instructional designers. I learned more from this book than any other book on ID.
Very down to earth..........2007-07-06
I bough this text for a graduate course that I am taking. I really like how the author is down to earth and speaks on an understandable level. He also explains items very clearly.
Everything you need to develop instructional material.......2007-03-16
This book has more than some instructors will need, but I think all of it has potential for being very useful. For example, I am using part of it to help me improve the layout of a book, another part to help me teach trainers how to write better instructional objectives, and the rest to refresh my learning in every area.
There is still the matter of teaching in an effective way, and this book was not developed for that purpose. But having a well organized block of instruction in which each part has a purpose, and having good printed material and plenty of participant interaction, will make teaching easier. This book provides all of that in abundance. I believe it should be a standard reference for committed trainers.
Don't do it like this.......2005-10-08
For an instructional designer the author spent a lot of time going over what not to do versus what to do. I found his condescending attitude put me off. The info however is helpful, but I'm sure there is another book that can more effectively convey the information.
Comprehensive and applicable.......2005-09-30
This book has been a wonderful addition to my library. I am using it to train a couple of non-instructional designers on how to design and develop quality training. It has provided an easy to read comprehensive guide. The icons throughout the book guide those that are infrequent designers in the most applicable sections of the book vs. those that a professional ID person would need to know. I highly recommend this book.
Book Description
This thoroughly revised edition of the best-selling resource A Practical Guide to Needs Assessment offers a practical and comprehensive guide for practitioners who are responsible for
- Introducing a training program
- Creating adult education programs
- Assessing the development needs of a workforce
- Improving individual, group, organization or interorganizational performance in the workplace
- Implementing community, national, or international development interventions
Designed as a resource for practitioners, this book is filled with how-to information, tips, and case studies. It shows how to use data-based needs assessments to frame people-related problems and performance, improvement opportunities to obtain support from those who are affected by the changes, make effective decision, and increase efficiency.
Customer Reviews:
Great work! So simple..........2007-04-04
Having attended a book review with Dr.'s Sleezer and Russ-Eft in Indianapolis recently, I was intrigued with the book and thought I would give it a go.
This work is very well-organized! My favorite part is that the authors make it easy to use the book as a reference to the Needs Assessment process by providing an index of what you're looking for and where to find it. Additionally, a CD is provided with a host of needs assessment tools that, so far, appear very useful!
Needs Assessments.......2007-02-11
I rely on this resource a lot to get started on organizational needs assessment. No information about cost/benefit analysis, etc. but lots of other great information!
This book will be well worth your time.......2005-09-20
I am a technical trainer of 10 years, and manage a group of four.
This is a great book for anyone looking for best practice approaches to a variety of needs assessment situations. Gupta's chapters are organized by the common type(s) of needs assessments, and each chapter breaks down the component steps that need to be taken to complete the assessment.
I think one of the real gems of the book is that she provides lots of examples of needs assessment interview questions, surveys, training plans, etc. on a floppy disk attached to the back of the book, which you can save to computer and work from to build your own stuff. It saved me some design time, and gave my assessment a "kick start" in the right direction.
Not only practical, but useful, too!.......2004-05-04
Kavita Gupta wrote a book that is a must-have for anyone desiring an overview of the multiple ways needs assessment can occur. Gupta begins by setting the context of needs assessment, attending first to what needs assessment is and where it fits into the training or performance improvement scheme. By overviewing the works of Gilbert, Kaufman, Rossett, and others, the author creates a very usable comparison. Persons trying to decide what type of needs assessments are best for their situation can quickly narrow their focuses. (Not all needs analyses are built alike, after all, and they start from somewhat different places.) A review of data gathering fundamentals is concise (just over 20 pages) but helpful.
In "Part II, Getting Down to Brass Tacks" Gupta examines and provides very helpful models for conducting four types of needs analyses: Strategic Needs Assessment, Competency-Based Assessment, Job and Task Analysis, and Training Needs Assessment.
The Toolkit in Part III is invaluable--samples of 21 different forms. By itself, this section makes the book worth every penny. The diskette provided, though, provides each of these forms in MSWord--ready to be opened, customized, and used in real applications.
There is great value in this book--enough description of the models that one can begin using them, references to dig deeper into the models if desired, and charts, tables, and job aids that allow anyone to get started quickly on effective needs analysis.
Book Description
Most learning on the job is informal. This book offers advice on how to support, nurture, and leverage informal learning and helps trainers to go beyond their typical classes and programs in order to widen and deepen heir reach. The author reminds us that we live in a new, radically different, constantly changing, and often distracting workplace. He guides us through the plethora of digital learning tools that workers are now accessing through their computers, PDAs, and cell phones.
Customer Reviews:
Highly Recommended.......2007-03-26
Jay Cross has written an invaluable book here for many reasons.
It can be hard to face up to, but the medieval basis of our education is suddenly and starkly out of touch with the needs of a post-network society. After reading this book, it's hard not to face up to that fact, because we now have a compelling, if nascent, alternative. The web enables a wholly different, but infinitely more effective approach to learning - through self-direction, and peer collaboration, motivated by individual choice, for example. As Jay points out, given the complexity and pace of change of 21st century life, we simply must change. (I have an 8 year -old daughter in school and it pains me to see what she's going through when it will all become obsolete in just a few years.) He outlines a kind of proto-pedagogical alternative, taking 'natural' learning as its starting point. He blends online/offline ideas with ideas from design, motivational psychology, etc, but is careful not to lose sight of learning objectives.
As an educator/trainer of over 20 years myself, I believe the book succeeds. Jay isn't a tremendous stylist, nor are his ideas wildly original, but he does exactly what is needed. He makes the case for alternative approaches to learning in a clear and simple way with plenty of diagrams, and examples. Although his focus is on corporate training, rather than traditional education, the implications reverberate. He brings years of training experience, together with an optimistic outlook to practice what he preaches. Having read his blog o ver the course of severalk months it has left it's makr on my own
The book is almost a metaphor for the kinds of challenge we face: hard to pin down, constantly changing, yet sometimes so obvious that we fail to see the significance. Jay doesn't have all the answers because that is the kind of (medieval) certainty he cautions against. He has brought an important discussion into the light of day. I don't know anyone who wouldn't benefit from this book.
Ken Carroll
Cycling to knowledge.......2007-01-03
Formal learning is like riding a bus, it goes, starts and stops when & where someone else decides (bus driver and urban transport committee) - informal learning is then like riding a bicycle, you choose the time, route and destination.
Way more learning happens in the coffee room than the classroom, but firms continue to spend way more on formal training than informal learning - there is a huge disconnect right there. The theme is similar in KM - formal structured tools, top-down mandates, ROI and the smells of project management dominance, do little to enhance agility, awareness, creativity, shared understanding and meaning - which add the real value.
Jay talks about unblended learning, emergence, grokking, envisioning, unconferencing, connecting, conversation, community, web2.0 and JDI (just do it). He makes the point that classes are dead, that every learner needs to cultivate an ecology, share via voicing, communicate using stories and build common text by collaborative editing (wikis).
Jay has written this timely book in the form of short stories and vignettes, recounting his experiences and perspectives. I did not find much new stuff, although there are many interesting examples and truths, but Jay managed to hit the high spots so often, I was nodding in agreement as I read along. Clearly we all have to assume responsibility for our own awareness, learning and critical inquiry. Jay neatly illustrates the tools, hints at the practices (which need more refinement) and paints the landscape.
http://informl.com/
10 Things I Like About This Book.......2006-12-17
First, a bit of context: I'm a seasoned (30+ years) practitioner in the field of leadership development, organizational learning, design and change. I've come to see that the work of transforming our organizations to new levels of consciousness, effectiveness and sustainability rests on our skill as practitioners and leaders in achieving a breakthrough an organization's capacity to learn how to learn--to be responsive to ever-increasing challenges and ever-increasing rates of change.
I've long been aware of the high cost and relative ineffectiveness of conventional "butts-in-seats" approaches to individual and organizational learning. The accelerating emergence of relevant learning strategies, methods, technologies and tools over the past decade has been encouraging--necessary but not sufficient. Jay Cross' wonderfully crafted Informal Learning constitutes a major breakthrough for all who care about transforming the organizations they serve.
10 THINGS I LIKE ABOUT THIS BOOK --
1. It does a magnificent job of explaining how we actually learn. It turns much "conventional wisdom" on its head. It provides us a cornucopia of innovative ideas for how to stimulate a culture of learning and innovation throughout an organization.
2. It's clear, clean and creatively written/formatted. I was pulled into and through the book by Jay's open, straight-talking, conversational style. His use of a variety of illustrations and juicy sidebar tidbits kept luring me to go just a bit further. The accessibility of information is superb.
3. It's alive. It's up-to-the minute and it anticipates a future where organizations are becoming increasingly alive and conscious because they've mastered the art of encouraging and nurturing informal learning.
4. Jay has distilled hard-earned wisdom from a rich collection of experts and pioneers--transformation-minded innovators and practitioner-theorists who I deeply respect--infinite players such as John Seely Brown, Etienne Wenger, David Cooperrider, Juanita Brown, David Sibbet, Verna Allee, Bruce Cryer and George Leonard.
5. Informal Learning is extraordinarily comprehensive and discerning. Jay has cast a wide net and presented us with only that which is value-adding. He has separated the wheat from the chaff.
6. It's an out-of-the-box paradigm-shifting book. He shakes up our traditional ways of thinking about learning, training and education in organizations. Informal Learning provides a variety of cures for "hardening of the categories."
7. It challenges and supports HR and Training departments to multiply their effectiveness in promoting and sustaining a vibrant informal learning culture. It provides pragmatic guidance in creative ways of weaving the work of people development throughout the fabric of an organization's operations.
8. It both challenges all organizational leaders to take direct responsibility for creating and maintaining an environment--a "learnscape"--where informal learning will naturally take root and flourish. It then provides a plethora of ideas for how to make that a reality.
9. I can easily visualize a number of generative ways of planting this book in organizations--ways that will cause relevant ideas to germinate, take root, grow and spread.
10. Best of all, Jay has built a strong case for treating an organization's approach to learning as a potential core business strategy. As we move into an era of ever-increasing change, an organization's capacity to learn and to innovate will become increasingly crucial to it's sustainability.
So -- Thank you, Jay Cross! Your book is a great piece of work--a major contribution to the world of organizations, leadership development, organizational design, learning and change. Leaders and practitioners everywhere will gain much by accessing and experimenting with the many ideas and insights you have provided us in this book.
Informality at its best.......2006-04-15
Informal Learning begins with a discussion of how the passage of time is accelerating. The 21st century will see the experience of 20,000 old 20th century years. That said, I'm hardly surprised to find this book on Amazon, eight months before it will be published. (I'm still editing the copy.)
As long as you're here, I'll share what the book is going to be about. People learn how to do their jobs informally - talking, observing others, trial-and-error, and simply working with people in the know. Formal training and workshops account for only 10% to 20% of what people learn at work. Most corporations over-invest in formal training while neglecting more natural, simple ways to learn.
Learning is that which enables you to participate successfully in life, at work, and in the groups that matter to you. Informal learning is the unofficial, unscheduled, impromptu way people learn to do their jobs.
Learning is adaptation. Taking advantage of the double meaning of the word network, to learn is to optimize the quality of one's networks.
Executives don't want learning; they want execution. They want performance. Informal learning is a profit strategy. Companies are using informal learning to:
* Improve knowledge worker productivity 20% - 30%
* Increase sales by Google-izing product knowledge
* Generate fresh ideas and increase innovation
* Transform an organization from disaster to record profits
* Reduce stress, absenteeism, and healthcare costs
* Invest development resources for maximum impact impact
* Increase professionalism and professional growth
* Cut costs and improve responsiveness with self-service learning
Training is something that's pushed on you; learning is something you choose to do. Many a knowledge worker will tell you, "I love to learn but I hate to be trained." Knowledge workers thrive when given the freedom to decide how they will do what they're asked to do. They rise or fall to meet expectations.
Informal Learning is about challenging workers (and executives) to be all they can be.
Book Description
Job Aids and Performance Support in the Workplace gives us everything we’ve ever wanted to know about these invaluable tools and techniques! Allison Rossett and Lisa Schafer have created a comprehensive, pragmatic, and very readable guide. The authors don’t exaggerate when they claim it’s ‘knowledge everywhere.’
Customer Reviews:
Allison continues to improve my results.......2007-02-09
Got the book---I LOVE IT! .....Better yet, I am using it!
I have referred the book to several other associates at Bank of America. I find great value in the concepts of Planners and
Sidekicks. I am leading a project in the deployment of a number of substantial changes to the Bank's Desk top Sales Tool platform. In discussion with the Design and Development Team, I have introduced the idea of developing planner and sidekick performance support tools as part of the Learning Solution.
Allison, you continue to engage and improve my results.
Thanks!
Jenelle Lozano
GCIB Learning & Organizational Effectiveness
Great examples! Love this book........2007-01-18
Purchased and read your new book. Great examples! My favorite new learning was about the sweat-band job aids used by football teams. I'm trying to figure out how to use those as a training aid for new non-English speaking house cleaners . . . Will really help me sell my ideas to Sr. Management
Next I'll order a copy of your prior Job Aids book just to have it in my library. Thanks for gathering the examples and sharing.
Laura Handrick, Director Training Development, The Maids International
Book Description
Provides a comprehensive overview of the breadth of knowledge required to effectively manage a medical group practice today.
Book Description
Do You See What I See? offers leaders, managers, and human resource professionals a unique and practical resource for understanding the behavioral subtleties and nuances that affect the retention of people of color within organizations. Through the imaginative use of a fable, authors Janice Fenn and Chandra G. Irvin are able to show different points of view of leaders, managers, and newly recruited POC. In the fable a mirror comes to life and offers insightful reflections that help executives and managers understand what it takes to retain POC in a highly competitive marketplace. Step by step the authors clearly show what happened, what should have happened, conclusions that were drawn, and conclusions that should have been drawn. The fable offers the opportunity for leaders and managers to identify and address similar issues in their real life organizations.
Book Description
The Handbook of Experiential Learning is a comprehensive resource that draws together contemporary thought and practice on a wide range of experiential learning applications from the best-known authorities on the topic. In this book, volume editor and leading experiential learning expert, Mel Silberman presents a contemporary review of experiential learning in the workplace complete with models, applications, and innovative uses. The handbook covers a broad range of experiential learning methods including:
- Games and simulations
- Action learning
- Role-play and Improv
- Story-telling
- Adventure activity
- Reflective practice
- Creative play
It also describes the use of experiential learning in topics such as technical skills, leadership, team building, diversity and cross-cultural training, and emotional intelligence.
Book Description
The Performance Consultant’s Fieldbook will help trainers, training managers, and internal and external consultants working in partnership with clients to identify barriers to performance, explore a suite of solutions, and work collaboratively to get new procedures, technology, behaviors, and ideas adopted. Step-by-step, the book details the techniques you need to conduct performance interventions and offers a customizable collection of worksheets, flowcharts, planning guides, and job aids. It provides practical guidance and proven tools to help analyze an organizational environment, diagnose performance problems, identify barriers to performance, select appropriate interventions, and measure intervention success.
Customer Reviews:
Perfect for a beginner in consulting.......2007-01-09
This book is an excellent introduction to performance consulting. It assumes that you already have the "tools" and know-how to address performance needs, so the focus is on the consulting process itself. What I found especially useful were the question lists. In almost every chapter, Hale includes a list of questions you might ask your client in order to guide them and pinpoint the exact issue and identify the best solution. This is the side of consulting that is often given little attention in books and in the classroom, but is of vital importance.
Another worthwhile highlight is the coverage on how to actually run a consulting business - in terms of financial considerations, record-keeping, etc. Another great book that goes into more depth on the "running your business" aspect is The Business of Consulting by Elaine Biech.
Book Description
Robert Hargrove shares his secrets as a masterful coach with leaders of all levels: Coaching is about realizing an impossible dream and winning at the great game of business, not just about changing attitudes and behaviors.
This book describes:
- How to find the best talent on earth
- How to create an impossible future and WIN in your business
- How to create a winning game plan
- How business can be the ultimate self-development and growth experience
Books:
- Best Resumes for Accountants and Financial Professionals
- Business Analysis and Valuation: Using Financial Statements, Text and Cases
- Business Fairy Tales
- Client at the Core: Marketing and Managing Today's Professional Services Firm
- Computer Accounting with Peachtree Complete 2006, Release 13.0 with Student CD-ROM
- Copywriting That Sells High Tech
- Corporate Finance: A Valuation Approach
- Cost Accounting (12th Edition) (Charles T Horngren Series in Accounting)
- Cost Accounting (12th Edition) (Charles T Horngren Series in Accounting)
- Cost Accounting (12th Edition) (Charles T Horngren Series in Accounting)
Books Index
Books Home
Recommended Books
- Rational Choice and Criminal Behavior: Recent Research and Future Challenges
- History: Fiction or Science
- Creating the Discipline of Knowledge Management: The Latest in University Research
- Crisp: Thinking On Your Feet: Tools to Communicate Clearly and Convincingly
- Global Economic Issues and Policies with Economic Applications
- How to Succeed in the Game of Life: 34 Interviews with the World's Greatest Coaches
- How to Profit from the Wall Street Mergers: Riding the Takeover Wave
- Duties and liabilities of public accountants
- Computation and Complexity in Economic Behavior and Organization
- Every Crooked Nanny
General
| Business & Investing
| Subjects
| Books
Leading for Innovation: & Organizing For Results
Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching
Training Needs Assessment: Methods, Tools, and Techniques (Skilled Trainer)
The Successful Leadership Development Program: How to Build It and How to Keep It Going
Linkage Inc.'s Best Practices in Leadership Development Handbook: Case Studies, Instruments, Training (A Jossey Bass Title)
