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Enterprise wide change superiror results through systems thinking - William J.

William J. Enterprise wide change superiror results through systems thinking - Wiley publishing , 2005. - 353 p.
ISBN: 0-7879-7146-4
Download (direct link): enterprisewidechangesuperi2005.pdf
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13 Yearly Map of Implementation 13
14 Innovative Process/Project Teams 14
15 Positive Work Culture 15
IV. High-Level Individual Competencies: to lead the EWC effort effectively 16 Leadership Excellence 16
17 Business Acumen 17
18 Daily People Management Practices 18
19 Systems Thinking Application 19
20 Creativity and Innovation Applications 20
V. Adequate EWC Resources: devoted exclusively to EWC 21 People 21
22 Time 22
23 Money 23
24 Information, Access, and Processing 24
25 Physical Equipment, Facilities, Hardware 25
Enterprise-Wide Change. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of
Pfeiffer, an Imprint of Wiley.
Sustain Business Excellence 269
Enterprise-Wide People Edge Best Practices
People resources are probably the last great investment cost that is relatively unmanaged and unreported/measured.
Many organizations engaged in EWC want to transform their people and culture (the People Edge) into becoming their competitive advantage in the marketplace. To do so usually means rethinking your entire set of enterprise-wide practices and policies regarding employees.
Why Is the People Edge Important to You?
It is the Blinding Flash of the Obvious. Everything in an organization is inert; it takes people to run systems and make things happen. The People Edge is difficult to create and sustain, making it the one competitive edge that can really differentiate you in today's commodity world. It is also just plain good business practice to do this.
The approach to the People Edge we have used with clients is patterned on the same six levels/rings described in Chapter Eight. It provides a benchmark against which to assess an organization's people practices. Under each of these levels/ rings, we researched and organized thirty "People Edge Best Practices" (Bandt & Haines, 2001). As always, of course, there is no silver bullet. These practices are listed in Table 9.4 and the rings are explained in Table 9.5.
Enterprise-Wide Change
Table 9.4. People Edge Best Practices
Level/Ring Best Practices
#1. Acquiring the Desired Workforce (The Individual) 1. Individual capability requirements 2. Alternative workforce arrangements 3. Workforce, succession, and retention planning 4. Career development 5. Recruiting methods to hire the desired employees
#2. Engaging the Workforce (Interpersonal) 6. Performance management systems 7. Compensation systems 8. Recognition systems 9. Flexible benefit programs 10. Dealing with poor performance
#3. Organizing HighPerformance Teams (Team) 11. Developing teams 12. Developing small-unit team leaders 13. Empowering work teams 14. Participative management skills 15. Rewarding and reinforcing teamwork
#4. Creating a Learning Organization (Interdepartmental) 16. Spreading learning and intellectual capital 17. Institutionalizing Systems Thinking 18. Measuring human resources 19. Valuing debriefing events/projects/processes 20. Encouraging creative thinking
#5. Facilitating Cultural Change (Organization) 21. Redesigning organization culture 22. Developing the collective management skills 23. Aligning and streamlining all HR processes 24. Organizing change structures 25. Developing strategic change experts
#6. Collaborating with Stakeholders (Organization-Environment) 26. Operating in a global environment 27. Maintaining strategic alliances 28. Positive people environment 29. Focusing on customers 30. Balancing value contribution
Sustain Business Excellence
Table 9.5. Achieving Leadership Excellence in the Six Rings
I. Enhancing Self-Mastery:
Goal Is a Balanced Life
Level I: Motivational Force
II. Building Interpersonal Relationships:
Goal Is Trust
Level II: Motivational Force
III. Facilitating Empowered Teams:
Goal Is Mission Attainment
Level III: Motivational Force
IV. Collaborating Across Functions:
Goal Is Customer Focused
Level IV: Motivational Force
V. Integrating Organizational Outcomes:
Goal Is to Add Value to the Customer
Level V: Motivational Force
Competency and Skills
1. Personal Goal Setting
2. Balancing Body-Mind-Spirit
3. Acting with Conscious Intent
4. Ethics and Character Development
5. Accurate Self-Awareness
Possesses Self-Awareness
6. Caring
7. Effectively Communicating
8. Mentoring and Coaching
9. Managing Conflict
10. Creativity and Innovation
Builds and Maintains Reputation for Integrity
11. Practicing Participative Management
12. Facilitating Groups
13. Delegating and Empowering
14. Training Others
15. Building Effective Teams
Recognizes Interdependence with Others
16. Installing Cross-Functional Teamwork
17. Integrating Business Processes
18. Institutionalizing Systems Thinking
19. Valuing and Serving Others
20. Managing People Processes
Values Providing Service to Others
21. Organizing Effectively
22. Mastering Strategic Communications
23. Cascade of Planning
24. Leading Cultural Change
25. Organizing and Designing
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