Book Description
Improve quality and productivity in most any organization
Based on W. Edwards Deming's model, this guide offers an integrated approach to testing and improvement?one that is designed to deliver quick and substantial results. Using simple stories to illustrate core ideas, the authors?all active consultants?introduce a new, flexible model for improving quality and productivity in diverse settings. They draw from research conducted in a variety of areas?manufacturing, government, and schools?to present a practical tool kit of ideas, examples, and applications. What's more, they've included a Resource Guide to Change Concepts so even beginners can utilize the tested techniques of some of the world's most experienced practitioners.
Customer Reviews:
Simple on the Other Side of Complex.......2007-10-23
The authors have done a tremendous job of codifying a great amount of knowledge into an elegant model for improvement. It can be used with equal success to improve your golf game or guide your global business transformation. Rife with examples and method. A must for every improvement bookshelf.
also read Superperformance
Very helpful. One omission distresses me........2007-06-09
Clear, practical, and empowering. The authors are ambivalent on whether or not they will keep the focus on business operations; from the start they're keen to promote to a fully generic application, but the examples veer to and away from the business world, finally settling there a bit awkwardly.
The Change Concepts index near the end is a great idea, but the scope is confused along the lines I've already cited, and you might feel stuck in the QC department by the time you get through it. That's a bit of a shame, because one wonders if the challenges so elegantly met by the improvement model couldn't be cast in a more universal mode. (One also realizes one doesn't have the time to pursue this thought to fruition.) More pertinently, I'm trying to learn business process engineering, and it's easy to see a list dedicated to that discipline would be different. So despite the book's opening claims to a generic application, I felt stranded in one small tributary of the mighty River Improvement.
Nonetheless, I feel enabled by the book to succeed in my company where others have failed. It's so easy now to see how attempted improvements went wrong, through poor planning or inappropriate opening scope or simply through a failure to acknowledge real benefits when they happened. These pitfalls can be avoided, and the book shows how.
Now, I will mention an important omission. In my workplace I have to test and pilot and implement changes that are complex because a single change has no effect -- rather, two or more changes must be made at the same time, because they are mutually contingent. Management is not sure about A, nor about B. I would like to test A and get a decision, and I would like to treat B as a separate decision path. But they depend on each other, so things aren't so simple. (This is a point where Darwin's theory of cumulative biological mutation fails, if you care to know.) A mechanic troubleshooting your car's ignition system could give you concrete examples, but unfortunately, I couldn't find any in this book. My sense of empowerment has suffered correspondingly.
I just read the Philippy review..........2007-05-16
...and feel compelled to write in response. I must say it is hard to believe that Mr. Philippy and I are looking at the same book. I wrote an extensive review of this book already some time ago (it is listed below) and still feel the same way, even stronger. The Improvement Guide has continued to be, for me and my students/clients/mentees the "here's how" of Dr. W. Edwards Deming's philosophy. I am at a loss to find any hint of self-promotion of the authors in the book, save what one could reasonably infer about the competency and knowledge of the authors given the wealth of useful, in depth examples it contains. These could only come from deep knowledge of the theory and extensive successful experience in its practice. This book is as devoid of self-aggrandizement as any I have ever read.
I take considerable comfort from the fact that given the principles exemplified by the book, it is unlikely that the authors will over-react and over-adjust their professional aims in response to a single review, and will instead continue the fine work that has been done in this volume. My only question is, will there be a second edition? I would love to see it. In tenor and tone, I for one hope that it is exactly like this one....
David Wayne
[...]
Shallow and Pedantic.......2007-01-22
I should qualify this review by stating that I am not an expert on the subject of improvement. This book will not make you or even guide you to expertise. The only shining concept within the book, PDSA, is a great format for structuring improvement within a company, but could have been summed up successfully in 20 pages or less. BOOKS SHOULD NOT SPEND A SIGNIFICANT PORTION OF THEIR VOLUME ADVERTISING THEMSELVES!
The Improvement Guide.......2006-03-11
A very clear update of performance improvement process for business. Can be used as an introduction to the concept for newly trained staff and an everyday reference for those working on real projects.
Book Description
The definitive resource for anyone developing and launching evaluation programs in organizations.
From new product launches to large-scale training initiatives, organizations need the tools to measure the effectiveness of their programs, processes, and systems. In Evaluation in Organizations, Darlene Russ-Eft and Hallie Preskill integrate the most current research with practical application to provide the definitive resource on organizational evaluation for managers, human resource professionals, and students and teachers alike. From designing surveys and interviews to analyzing data to communicating results, the authors present a systematic and rigorous approach to conducting evaluations and using them to foster learning and enhance performance at all levels.
Customer Reviews:
Evaluation handbook.......2007-01-07
This book was used as the principal text in a graduate management course. It offers a good overview of the evaluation process and a step by step process to either evaluate your organization, or create an evaluation process.
The best book on Program Evaluation.......2005-09-28
This text is a phenomenal resource on evaluating programs. This was a required text for a recent class that I was enrolled in for graduate school. It has all the information you would need regarding the background/context of evaluation, designing evaluations, and utilizing collected data. This book is also clear and concise.
The greatest resource that I will use the most is the information on forming surveys and questionaires. There are a lot of great examples (of everything, not just surveys) throughout the book. It provides many contextual likert scale surverys. This will always be helpful to look back on because of the wordings and phrasings used in surveys. Creating an effective survey is extremely tough; but, with the help of this text, it can be a lot easier to both conduct and understand.
The faculty member at my institution said that she agreed that this was the best book on the market for program evaluation. I tend to agree with her because it has a huge amount of information and it is easily accessible and easily referenced. It has some images and diagrams that are informative and moderately pleasant to look at.
If you are going to be evaluating programs and don't know where to start or you just need some reference materials for creating surveys/questionaires then this book is for you. I could also see this book as a valuable resource for someone who is on the other end (having a program evaluated) simply for the fact that it will help with vocabulary/nomenclature when communicating with the evaluators.
Excellent "how-to" book on corporate evaluation.......2002-05-29
Russ-Eft and Preskill have produced a first class book on evaluation that will be a constantly used reference on the bookshelf of any trainer, performance technologist or change agent who buys it. They begin with the history and theory of evaluation, presented in a very readable manner. Even their statistics section is easy to follow and apply! The section on the design and implementation of evaluations is packed with job aids, easy-to-apply tools and techniques, and guidelines on everything from running focus groups to sampling procedures. As a corporate evaluator I have been waiting for a book with this broad but in-depth coverage for years. Every aspect of the work of the evaluator is covered, and it is clear that the authors are both personally experienced in this field as well as widely read in the evaluation literature. Preskill and Torres' Readiness for Organizational Learning and Evaluation Instrument (ROLE) is generously included with instructions on administration and scoring, as well as an extensive bibliography for those who want to dig deeper into the subject of evaluation. This book is a must for those who are seriously committed to assessing the effectiveness and impact of interventions in organizations.
Cohesive, Comprehensive, and Cost-Effective.......2001-07-10
The subtitle correctly indicates what Russ-Eft and Preskill's primary objective is: To present and explain "a systematic approach to enhancing learning, performance, and change" throughout any organization, regardless of size of nature. They succeed brilliantly. The material is presented as follows:
Part I: Background and Context of Evaluation (Defining Evaluation; The Evolution of Evaluation; Evaluating Learning, Performance, and Change Initiatives; and The Politics and Ethics of Evaluation Practice)
Part II: Designing and Implementing the Evaluation (Focusing the Evaluation; Selecting the Evaluation Design; Choosing Data Collection Methods; Observation and Archival Data; Surveys and Questionnaires; Individual and Focus Group Initiatives; Sampling; and Analyzing Evaluation Data)
Part III: Maximizing Evaluation Use (Communicating and Reporting Evaluation Activities and Findings; Planning, Managing, and Budgeting the Evaluation; Evaluating the Evaluation; and Strategies for Implementing Evaluation in Organizations)
The authors then provide a comprehensive audit mechanism (with specific directions) in an appendix to the three-phase system: "The Readiness for Organizational Learning and Evaluation Instrument (ROLE)" developed by Hallie Preskill and Rosalie T. Torres. For those in need ot supplementary resources, a substantial References section is also provided.
Here is a brief excerpt: "Evaluation can be viewed as a catalyst and opportunity for learning -- learning what works and what doesn't work, learning about ourselves and the organization, and learning how to improve what we do in the workplace. As such, it can provide new understandings and insights into our programs, processes, products, and systems. Furthermore, evaluation can provide us with the confidence with which to make decisions and take actions that ultimately help employees and organizations succeed in meeting their goals." The authors agree with countless others that the future success of organizations will be dependent on their ability to build core competencies within a context of collaboration. They suggest that to develop support for evaluation as a knowledge-creating enterprise, "we must create a market for it. If we think about evaluation as a means for learning and attaining knowledge, then it becomes integrated into every organizational effort --from product development to program design to process reengineering to systemic change." They then suggest seven specific strategies when introducing or expanding evaluation practice. Throughout the book, they also include 60 Figures (e.g. "Guiding Principles for Evaluators") and three Tables (e.g. "Typical sections and contents of comprehensive written evaluation reports").
Who will derive the greatest value from this book? Obviously, decision-makers in organizations in need of "enhancing learning, performance, and change." Presumably that includes all organizations. Also, I highly recommend this book to all consultants now involved with organizations which have the same need. Presumably that includes all of their clients. Finally, I think this book will of immediate interest and eventual benefit to anyone who has only recently embarked on a business career. They will soon realize (if they have not realized it already) that the nature and extent of what they learn, how well they perform, and how effectively they initiate or respond to change will determine the nature and extent of their career success.
With the possible exception of Peter Drucker, no single source can possibly serve all of the needs of any one organization. For that reason, to those who read this book, I presume to recommend a few others: Fitz-enz's The E-Aligned Enterprise and The ROI of Human Capital, Maister's Practice What You Preach, O'Toole's Leading Change, Senge's The Fifth Discipline and The Dance of Change, Katzenbach's Real Change Leaders, O'Dell and Grayson's If We Only Knew What We Know, and just about anything written by Warren Bennis.
Book Description
CEOs and managers live and die by delivering superior performance to shareholders. This is why expectations-based management has been developed.
Outperform with Expectations-Based Management (EBM) introduces a revolutionary new performance metric that links performance standards, performance measurement, and the achievement of performance.
It's easy to say that if a CEO can get performance measurement right, then performance improvement will follow. But what is the "right" measure of performance, and how do you use it to improve performance? Authors Tom Copeland and Aaron Dolgoff answer these questions and many more, as they show you how to find the measure of performance that has the strongest link to the creation of wealth for the owners of both public and private companies. They answer the puzzle of why growth in earnings is not correlated with shareholder returns and explain the under- and over-investment traps. And they explain how clear communications to investors and managers alike improve value.
The bottom line is that share prices go up when companies exceed expectations -- short-term and long-term -- of income statement and balance sheet performance and daily operating value drivers. Gain a complete understanding of EBM and discover how to do this, and much more, while staying competitive in an unforgiving business environment.
Download Description
CEOs and managers live and die by delivering superior performance to shareholders. This is why expectations-based management has been developed.Outperform with Expectations-Based Management (EBM) introduces a revolutionary new performance metric that links performance standards, performance measurement, and the achievement of performance. It's easy to say that if a CEO can get performance measurement right, then performance improvement will follow. But what is the ""right"" measure of performance, and how do you use it to improve performance? Authors Tom Copeland and Aaron Dolgoff answer these questions and many more, as they show you how to find the measure of performance that has the strongest link to the creation of wealth for the owners of both public and private companies. They answer the puzzle of why growth in earnings is not correlated with shareholder returns and explain the under- and over-investment traps. And they explain how clear communications to investors and managers alike improve value. The bottom line is that share prices go up when companies exceed expectations - short-term and long-term - of income statement and balance sheet performance and daily operating value drivers. Gain a complete understanding of EBM and discover how to do this, and much more, while staying competitive in an unforgiving business environment.
Customer Reviews:
Repacking known concepts.......2007-08-02
Although well written, this book repacks already known concepts. Expectations analysis have been used for a long time on competing approaches. David Young and Stephen O'Byrne have already shown this idea on EVA and Value-Based Management: A Practical Guide to Implementation. Anyway, the book is useful as a reference for Finance practioneers.
A must to understand financial performance measurement.......2005-12-08
A must read for anyone interested in financial performance measurement and all related topics, including executive compensation design, corporate portfolio management, investment decision-making. Like Copeland's prior works on valuation and real options, this book is highly accessible to interested practitioners. The underlying premise--value is a function of expected future cash flows--is not controversial. This book takes that concept and shows how commonly used performance measurement systems miss the point. Anyone who has wondered why stock prices sometimes move in mysterious ways needs to read this book.
The book is written for senior managers and is obviously relevant to strategic planners, M&A players and strategy consultants. If you have read or used competing approaches (like EVA and CFROI), you should read their useful critique of these metrics.
Average customer rating:
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Enhancing Organizational Performance: A Toolbox for Self-Assessment
Charles Lusthaus ,
Marie-Hélène Adrien ,
Gary Anderson , and
Fred Carden
Manufacturer: IDRC Books
ProductGroup: Book
Binding: Spiral-bound
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Management
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ASIN: 0889368708 |
Book Description
Do you know if your organization is performing efficiently? If it isn't, do you know why?
This guidebook presents an innovative and thoroughly tested model for organizational self-assessment. The tools and tips in Enhancing Organizational Performance go beyond measuring the impact of programs, products, and services. They integrate techniques of formative assessment, in which the assessment team becomes involved in helping its organization become more effective in meeting its goals. The tools and techniques are flexible, and the model can be adapted to any type or size of organization. Worksheets and hands-on exercises are included.
The book will be of use to any organization that is initiating a process of self-assessment, internal change, or strategic planning. It will particularly appeal to heads and staff of research and non-profit organizations, university administrators, staff of research-granting agencies, and academics and professionals in organizational development and evaluation.
Book Description
This digital document is an article from SAM Advanced Management Journal, published by Thomson Gale on September 22, 2005. The length of the article is 6615 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Enhancing organizational performance: facilitating the critical transition to a process view of management.
Author: Gary Baker
Publication:
SAM Advanced Management Journal (Magazine/Journal)
Date: September 22, 2005
Publisher: Thomson Gale
Volume: 70
Issue: 4
Page: 43(13)
Distributed by Thomson Gale
Average customer rating:
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Learning Links: Enhancing Individual and Team Performance : Participant Workbook
Verna Allee
Manufacturer: Pfeiffer & Co
ProductGroup: Book
Binding: Paperback
General
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ASIN: 0883904942 |
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The Performance Imperative: Strategies for Enhancing Workforce Effectiveness (Jossey Bass Business and Management Series)
Howard Risher
Manufacturer: Jossey-Bass
ProductGroup: Book
Binding: Hardcover
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ASIN: 0787900850 |
Book Description
This digital document is a journal article from International Journal of Hospitality Management, published by Elsevier in 2007. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
The purpose of this study was to examine the internal strategic factors likely to influence company financial performance for service organizations from managers' perspectives. It provides empirical evidence of the links between the internal strategic factors examined and financial performance of service organizations. Data for this study were collected from middle and upper managers of service companies using a self-administered survey questionnaire. The results of the study suggested that four of the seven critical internal strategic success factors examined had a significant impact on company financial performance. Those factors are sales, R&D and distribution, information technology, and human resources. Implications of the findings are discussed.
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- New light on the agrarian origins of the modern world
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Regions, Institutions, and Agrarian Change in European History (Economics, Cognition, and Society)
Rosemary Lynn Hopcroft
Manufacturer: University of Michigan Press
ProductGroup: Book
Binding: Hardcover
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ASIN: 0472110233 |
Book Description
Examining how and why agricultural change and development occurred in Western Europe between the fourteenth and eighteenth centuries is the central task of this unique comparative, historical study. It describes the factors that account for the transformation of a poor, unproductive agricultural region to a region with much higher productivity and burgeoning industrialization. Countries examined and compared are England, the Netherlands, France, the German lands, and Sweden.
What makes this volume so compelling is the extent to which the various fields of history, economics, political science, and sociology are integrated and employed. Hopcroft demonstrates that a key factor in agrarian development was the rural economic organization or "field system," which varied regionally. She also demonstrates the utility of the New Institutional Economic (NIE) approach to historical economic change, showing how field systems may be conceptualized as a product of local institutions, that is, social rules and norms of agricultural practice. Further, she uses the NIE to derive her hypothesis that the most rapid and extensive agrarian development occurred in the regions that were the least controlled by the community and manorial overlordship.
Hopcroft's multidisciplinary approach to her subject will interest readers from history, economics, political science, agriculture, and comparative historical sociology. It will, moreover, be important to anyone seeking to understand the "rise of the West."
Rosemary L. Hopcroft is Assistant Professor of Sociology, University of North Carolina, Charlotte.
Customer Reviews:
New light on the agrarian origins of the modern world.......2000-05-30
The agrarian origins of the modern world: Beyond Wallerstein and modernization theory
Rosemary Hopcroft ends her book stating "...that the modern world, rather than being antirural, ... has strong rural roots".
This indeed is an extremely modest way to summarize her major result. Not only because it does not distinguish her results from the position of Immanuel Wallerstein who credits commercializing landlord for the pre-industrial modernization of the world. She actually empirically refutes Wallerstein's position. It is the peasants themselves that achieved progressive agrarian change: the more so, the less they were restricted by manorial (i.e. installed and upheld by the lord) and communal rules.
The result is arrived at by work that places Hopcroft in the best traditions of theory- led historical-comparative social science. The theory is borrowed from the new institutional economics (Coase, North, and Williamson) that explains institutional change with the help of the concepts of property rights and social or transaction costs. Because I don't return to that point I here note that Hopcroft's treatment of (the protection of) property rights is somewhat confusing. She correctly distinguishes more efficient property rights from less efficient ones: "Less communal property rights were more efficient than communal rights."(p. 52) Nevertheless she presents the empirical finding that effective state protection of property rights has different efficiency consequences, depending on the nature of the property rights, as a sort of anomaly where in fact the results straightforwardly follow from her theory. The research design is taken from the best tradition of empirical historical sociology: comparison of carefully chosen historical cases (England, The Netherlands, France, Germany and Sweden) which are presented as near narratives; nevertheless, analysis in terms of central concepts, which not only can easily be recognized in the chapters reporting on the cases, but in addition to that are actually treated as variables and in that way amenable to causal analysis.
Hopcroft shows that a region's score on a dimension, which ranges from a more communal regulation of economic affairs to a situation where individual initiative is less communally restricted, explains its economic progress. The less communally restricted condition is empirically shown to be more conducive to success. She also shows the interaction of this dimension with other factors as ecology, demography, local class relations (lord peasant relations), access to markets, the state, and warfare.
As her empirical analysis is scholarly convincing, her results must be read as a refutation of neo-Marxist and modernization theory, the last stressing the inescapable victory of modern technology against the forces of tradition, alike. Neo-Marxist are shown to capitalize on a spurious relationship between feudalism and communal agricultural systems. Modernization theorists cannot really explain the historic persistence of regional differences in economic structures.
As Hopcroft does not deny the operation of class forces, not to mention the effects of state policies and international relations, the best way to understand her book can probably be formulated as follows. It places Barrington Moore's (1966) famous analysis of the rise of the modern world in a broader perspective. Moore explained the political outcomes of the transition to the industrial world from the more or less peaceful solution of the 'peasant problem', essentially conceptualized as a lord- peasant problem. If Hopcroft is right, which I think to be the case, Moore's theory is a special case of Hopcroft's more general explanation. From Hopcroft's analysis follows that in more individually oriented regions the relations between peasants and landlord must be expected to be relatively peaceful as the peasants in such regions as a rule enjoy legally enforceable rights and even a measure of representative government. Her position in this respect is akin to the analyses of the same political developments, which were put forward by Daniel Ragin in his book on Social Change in the Modern Era (1986).
Like other recent research, e.g. Avner Greif's modeling of the economic consequences of more collective (Merchants in North Africa)) versus individual cultures (their counterparts in medieval Genoa) Hopcroft's book leaves the reader with an intriguing puzzle. The distinction between more communal versus less communal regulated regions is treated as exogenous in the explanatory model. This makes one wonder how it came to be that some regions were more communal and others less so. Subsequent research should, I think, be directed to this intriguing question. From her book in general and explicitly from the last page I gather that Rosemary Hopcroft wold put her cards not on "language or ethnic origin" (i.e. culture, FK) but on the "incentive structure". She might be right. From the evidence provided by Hopcroft it is clear that the explanation has to take account of the fact, that the more communal regions at the same time were the regions, which enjoyed the best ecological conditions. So the question might very roughly be: Why do human populations facing better ecological conditions develop cultures, which in the longer term inhibit progress, whereas human populations living in worse conditions achieve the opposite results. It would be very interesting if the explanation sought for could build on the ideas of Jared Diamond as expounded in his Guns, Germs, and Steel (1997). His 'geographic determinism' could be very helpful. An additional advantage would that in this way a much needed bridge were built between historical sociology/ economy and non- biological reductionist evolutionary anthropology, i.e. evolutionary anthropology that acknowledges the impossibility of explaining socio-cultural diversity from (biological) constants.
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