Beyond performance 2.0: a proven approach to leading large-scale change
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
Wiley
[2019]
|
| Schlagworte: | |
| Online-Zugang: | FHD01 FWS01 FWS02 |
| Beschreibung: | Spotlight Success |
| Beschreibung: | 1 Online-Ressource (ix, 277 Seiten) |
| ISBN: | 9781119596684 |
Internformat
MARC
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| 500 | |a Spotlight Success | ||
| 505 | 8 | |a Intro; Beyond Performance 2.0; Contents; Foreword; Introduction: Excellence Found; Flipping the Odds of Success; What Sets This Book Apart; Why It Matters; Our Greatest Hope; Part I The Big Idea; Chapter 1 Performance and Health; The Value of Health; The Perils of Performance; The Five Frames of Performance and Health; Mastering Irrationality; Chapter 2 The Science of Change; The Quest Begins; The Road Less Traveled; Organizational Health Defined; A Far Better Measure than Employee Engagement; A New Management Accounting?; Healthy Change Programs; More on Our Methodology | |
| 505 | 8 | |a What Research Underpins the Nine Elements of Organizational Health?How Is the OHI Survey Organized?; What Is the Reliability and Validity of the OHI Survey?; What Data Is Used in Analyzing the Correlation between Health and Financial Performance?; Part II The Five Frames; Chapter 3 Aspire: Where Do We Want to Go?; Performance: Strategic Objectives; Create a Compelling Long-Term Vision; Roll Back the Future to Mid-Term Aspirations; Guard Against Biases; Health: Goals; Check Your Health; Choose Where to Be Exceptional; Target Broken Management Practices; Master Stroke: Involve a Broad Coalition | |
| 505 | 8 | |a Chapter 4 Assess: How Ready Are We to Go There?Performance: Skillset Requirements; Forecast Skill "Demand"; Understand Skill "Supply" Dynamics; Determine How to Close Gaps; Health: Mindset Shifts; Identify Helping and Hindering Behaviors; Uncover the Underlying Mindset Drivers; Reframe Root-Cause Mindsets; Master Stroke: Balance Your Inquiry; Chapter 5 Architect: What Do We Need to Do to Get There?; Performance: Bankable Plan; Define the Portfolio of Initiatives; Programmatically Sequence Activity; Reallocate Resources to Deliver; Health: Influence Levers | |
| 505 | 8 | |a Determine How to Reshape the Work EnvironmentUnderstanding and Conviction; Reinforcement Mechanisms; Confidence and Skill-Building; Role Modeling; Hardwire Health into Performance Initiatives; Interactively Cascade the Change Story; Master Stroke: Appeal to Multiple Sources of Meaning; Chapter 6 Act: How Do We Manage the Journey?; Performance: Ownership Model; Establish Strong Governance; Choose Scale-Up Methods; Monitor Progress and Dynamically Adjust; Health: Energy Generation; Mobilize Influence Leaders; Make It Personal for a Critical Mass; Maintain High Impact, Two-Way Communications | |
| 505 | 8 | |a Master Stroke: Motivate Through Social ContractsChapter 7 Advance: How Do We Continue to Improve?; Performance: Learning Infrastructure; Embed Knowledge Sharing; Institutionalize Improvement Processes; Facilitate Continuous Learning; Health: Leadership Placement; Prioritize Roles by Value; Match Talent to Priority Roles; Operationalize the Process; Master Stroke: Ensure Fair Process; Part III Putting It All Together; Chapter 8 The Senior Leader's Role: Does Change Have to Start at the Top?; What Only the Senior Leader Can Do; Make It Meaningful; Personalize the Story; Openly Engage Others | |
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| any_adam_object | |
| author | Keller, Scott 1972- Schaninger, Bill |
| author_GND | (DE-588)1013827104 |
| author_facet | Keller, Scott 1972- Schaninger, Bill |
| author_role | aut aut |
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| author_variant | s k sk b s bs |
| building | Verbundindex |
| bvnumber | BV046267604 |
| classification_rvk | QP 340 |
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| contents | Intro; Beyond Performance 2.0; Contents; Foreword; Introduction: Excellence Found; Flipping the Odds of Success; What Sets This Book Apart; Why It Matters; Our Greatest Hope; Part I The Big Idea; Chapter 1 Performance and Health; The Value of Health; The Perils of Performance; The Five Frames of Performance and Health; Mastering Irrationality; Chapter 2 The Science of Change; The Quest Begins; The Road Less Traveled; Organizational Health Defined; A Far Better Measure than Employee Engagement; A New Management Accounting?; Healthy Change Programs; More on Our Methodology What Research Underpins the Nine Elements of Organizational Health?How Is the OHI Survey Organized?; What Is the Reliability and Validity of the OHI Survey?; What Data Is Used in Analyzing the Correlation between Health and Financial Performance?; Part II The Five Frames; Chapter 3 Aspire: Where Do We Want to Go?; Performance: Strategic Objectives; Create a Compelling Long-Term Vision; Roll Back the Future to Mid-Term Aspirations; Guard Against Biases; Health: Goals; Check Your Health; Choose Where to Be Exceptional; Target Broken Management Practices; Master Stroke: Involve a Broad Coalition Chapter 4 Assess: How Ready Are We to Go There?Performance: Skillset Requirements; Forecast Skill "Demand"; Understand Skill "Supply" Dynamics; Determine How to Close Gaps; Health: Mindset Shifts; Identify Helping and Hindering Behaviors; Uncover the Underlying Mindset Drivers; Reframe Root-Cause Mindsets; Master Stroke: Balance Your Inquiry; Chapter 5 Architect: What Do We Need to Do to Get There?; Performance: Bankable Plan; Define the Portfolio of Initiatives; Programmatically Sequence Activity; Reallocate Resources to Deliver; Health: Influence Levers Determine How to Reshape the Work EnvironmentUnderstanding and Conviction; Reinforcement Mechanisms; Confidence and Skill-Building; Role Modeling; Hardwire Health into Performance Initiatives; Interactively Cascade the Change Story; Master Stroke: Appeal to Multiple Sources of Meaning; Chapter 6 Act: How Do We Manage the Journey?; Performance: Ownership Model; Establish Strong Governance; Choose Scale-Up Methods; Monitor Progress and Dynamically Adjust; Health: Energy Generation; Mobilize Influence Leaders; Make It Personal for a Critical Mass; Maintain High Impact, Two-Way Communications Master Stroke: Motivate Through Social ContractsChapter 7 Advance: How Do We Continue to Improve?; Performance: Learning Infrastructure; Embed Knowledge Sharing; Institutionalize Improvement Processes; Facilitate Continuous Learning; Health: Leadership Placement; Prioritize Roles by Value; Match Talent to Priority Roles; Operationalize the Process; Master Stroke: Ensure Fair Process; Part III Putting It All Together; Chapter 8 The Senior Leader's Role: Does Change Have to Start at the Top?; What Only the Senior Leader Can Do; Make It Meaningful; Personalize the Story; Openly Engage Others |
| ctrlnum | (OCoLC)1128851295 (DE-599)BVBBV046267604 |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV046267604 |
| illustrated | Not Illustrated |
| indexdate | 2024-08-01T15:11:29Z |
| institution | BVB |
| isbn | 9781119596684 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-031645487 |
| oclc_num | 1128851295 |
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| physical | 1 Online-Ressource (ix, 277 Seiten) |
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| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Wiley |
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| spellingShingle | Keller, Scott 1972- Schaninger, Bill Beyond performance 2.0 a proven approach to leading large-scale change Intro; Beyond Performance 2.0; Contents; Foreword; Introduction: Excellence Found; Flipping the Odds of Success; What Sets This Book Apart; Why It Matters; Our Greatest Hope; Part I The Big Idea; Chapter 1 Performance and Health; The Value of Health; The Perils of Performance; The Five Frames of Performance and Health; Mastering Irrationality; Chapter 2 The Science of Change; The Quest Begins; The Road Less Traveled; Organizational Health Defined; A Far Better Measure than Employee Engagement; A New Management Accounting?; Healthy Change Programs; More on Our Methodology What Research Underpins the Nine Elements of Organizational Health?How Is the OHI Survey Organized?; What Is the Reliability and Validity of the OHI Survey?; What Data Is Used in Analyzing the Correlation between Health and Financial Performance?; Part II The Five Frames; Chapter 3 Aspire: Where Do We Want to Go?; Performance: Strategic Objectives; Create a Compelling Long-Term Vision; Roll Back the Future to Mid-Term Aspirations; Guard Against Biases; Health: Goals; Check Your Health; Choose Where to Be Exceptional; Target Broken Management Practices; Master Stroke: Involve a Broad Coalition Chapter 4 Assess: How Ready Are We to Go There?Performance: Skillset Requirements; Forecast Skill "Demand"; Understand Skill "Supply" Dynamics; Determine How to Close Gaps; Health: Mindset Shifts; Identify Helping and Hindering Behaviors; Uncover the Underlying Mindset Drivers; Reframe Root-Cause Mindsets; Master Stroke: Balance Your Inquiry; Chapter 5 Architect: What Do We Need to Do to Get There?; Performance: Bankable Plan; Define the Portfolio of Initiatives; Programmatically Sequence Activity; Reallocate Resources to Deliver; Health: Influence Levers Determine How to Reshape the Work EnvironmentUnderstanding and Conviction; Reinforcement Mechanisms; Confidence and Skill-Building; Role Modeling; Hardwire Health into Performance Initiatives; Interactively Cascade the Change Story; Master Stroke: Appeal to Multiple Sources of Meaning; Chapter 6 Act: How Do We Manage the Journey?; Performance: Ownership Model; Establish Strong Governance; Choose Scale-Up Methods; Monitor Progress and Dynamically Adjust; Health: Energy Generation; Mobilize Influence Leaders; Make It Personal for a Critical Mass; Maintain High Impact, Two-Way Communications Master Stroke: Motivate Through Social ContractsChapter 7 Advance: How Do We Continue to Improve?; Performance: Learning Infrastructure; Embed Knowledge Sharing; Institutionalize Improvement Processes; Facilitate Continuous Learning; Health: Leadership Placement; Prioritize Roles by Value; Match Talent to Priority Roles; Operationalize the Process; Master Stroke: Ensure Fair Process; Part III Putting It All Together; Chapter 8 The Senior Leader's Role: Does Change Have to Start at the Top?; What Only the Senior Leader Can Do; Make It Meaningful; Personalize the Story; Openly Engage Others Organizational behavior Corporate culture Performance Corporate culture fast Organizational behavior fast Performance fast Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmenskultur (DE-588)4131484-0 gnd Performance Management (DE-588)7730862-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4075693-2 (DE-588)4285859-8 (DE-588)4131484-0 (DE-588)7730862-1 (DE-588)4037278-9 |
| title | Beyond performance 2.0 a proven approach to leading large-scale change |
| title_auth | Beyond performance 2.0 a proven approach to leading large-scale change |
| title_exact_search | Beyond performance 2.0 a proven approach to leading large-scale change |
| title_full | Beyond performance 2.0 a proven approach to leading large-scale change Scott Keller, Bill Schaninger |
| title_fullStr | Beyond performance 2.0 a proven approach to leading large-scale change Scott Keller, Bill Schaninger |
| title_full_unstemmed | Beyond performance 2.0 a proven approach to leading large-scale change Scott Keller, Bill Schaninger |
| title_short | Beyond performance 2.0 |
| title_sort | beyond performance 2 0 a proven approach to leading large scale change |
| title_sub | a proven approach to leading large-scale change |
| topic | Organizational behavior Corporate culture Performance Corporate culture fast Organizational behavior fast Performance fast Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmenskultur (DE-588)4131484-0 gnd Performance Management (DE-588)7730862-1 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Organizational behavior Corporate culture Performance Organisationswandel Organisationsverhalten Unternehmenskultur Performance Management Management |
| work_keys_str_mv | AT kellerscott beyondperformance20aprovenapproachtoleadinglargescalechange AT schaningerbill beyondperformance20aprovenapproachtoleadinglargescalechange |