Beyond performance 2.0: a proven approach to leading large-scale change
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
Wiley
[2019]
|
| Schlagworte: | |
| Beschreibung: | Spotlight Success |
| Beschreibung: | ix, 277 Seiten |
| ISBN: | 9781119596653 |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV046824580 | ||
| 003 | DE-604 | ||
| 005 | 20210122 | ||
| 007 | t | ||
| 008 | 200727s2019 |||| 00||| eng d | ||
| 020 | |a 9781119596653 |9 978-1-119-59665-3 | ||
| 035 | |a (OCoLC)1137222291 | ||
| 035 | |a (DE-599)BVBBV046824580 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-11 | ||
| 084 | |a QP 340 |0 (DE-625)141861: |2 rvk | ||
| 100 | 1 | |a Keller, Scott |d 1972- |e Verfasser |0 (DE-588)1013827104 |4 aut | |
| 245 | 1 | 0 | |a Beyond performance 2.0 |b a proven approach to leading large-scale change |c Scott Keller, Bill Schaninger |
| 264 | 1 | |a Hoboken, New Jersey |b Wiley |c [2019] | |
| 264 | 4 | |c © 2019 | |
| 300 | |a ix, 277 Seiten | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 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 | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Performance | |
| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Performance |2 fast | |
| 650 | 0 | 7 | |a Performance Management |0 (DE-588)7730862-1 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationswandel |0 (DE-588)4075693-2 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationsverhalten |0 (DE-588)4285859-8 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Unternehmenskultur |0 (DE-588)4131484-0 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Organisationsverhalten |0 (DE-588)4285859-8 |D s |
| 689 | 0 | 1 | |a Unternehmenskultur |0 (DE-588)4131484-0 |D s |
| 689 | 0 | 2 | |a Performance Management |0 (DE-588)7730862-1 |D s |
| 689 | 0 | |5 SWB | |
| 689 | 1 | 0 | |a Organisationswandel |0 (DE-588)4075693-2 |D s |
| 689 | 1 | 1 | |a Management |0 (DE-588)4037278-9 |D s |
| 689 | 1 | |5 DE-604 | |
| 700 | 1 | |a Schaninger, Bill |e Verfasser |4 aut | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, PDF |z 978-1-119-59668-4 |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe, EPUB |z 978-1-119-59666-0 |
| 999 | |a oai:aleph.bib-bvb.de:BVB01-032232846 | ||
Datensatz im Suchindex
| _version_ | 1804181640435466240 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Keller, Scott 1972- Schaninger, Bill |
| author_GND | (DE-588)1013827104 |
| author_facet | Keller, Scott 1972- Schaninger, Bill |
| author_role | aut aut |
| author_sort | Keller, Scott 1972- |
| author_variant | s k sk b s bs |
| building | Verbundindex |
| bvnumber | BV046824580 |
| classification_rvk | QP 340 |
| 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)1137222291 (DE-599)BVBBV046824580 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>04993nam a2200601 c 4500</leader><controlfield tag="001">BV046824580</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20210122 </controlfield><controlfield tag="007">t</controlfield><controlfield tag="008">200727s2019 |||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781119596653</subfield><subfield code="9">978-1-119-59665-3</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1137222291</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV046824580</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-11</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 340</subfield><subfield code="0">(DE-625)141861:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Keller, Scott</subfield><subfield code="d">1972-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1013827104</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Beyond performance 2.0</subfield><subfield code="b">a proven approach to leading large-scale change</subfield><subfield code="c">Scott Keller, Bill Schaninger</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hoboken, New Jersey</subfield><subfield code="b">Wiley</subfield><subfield code="c">[2019]</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">© 2019</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">ix, 277 Seiten</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Spotlight Success</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="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</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational behavior</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Corporate culture</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Performance</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Corporate culture</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Organizational behavior</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Performance</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Performance Management</subfield><subfield code="0">(DE-588)7730862-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationswandel</subfield><subfield code="0">(DE-588)4075693-2</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Organisationsverhalten</subfield><subfield code="0">(DE-588)4285859-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Unternehmenskultur</subfield><subfield code="0">(DE-588)4131484-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Organisationsverhalten</subfield><subfield code="0">(DE-588)4285859-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Unternehmenskultur</subfield><subfield code="0">(DE-588)4131484-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="2"><subfield code="a">Performance Management</subfield><subfield code="0">(DE-588)7730862-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">SWB</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Organisationswandel</subfield><subfield code="0">(DE-588)4075693-2</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2="1"><subfield code="a">Management</subfield><subfield code="0">(DE-588)4037278-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Schaninger, Bill</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Online-Ausgabe, PDF</subfield><subfield code="z">978-1-119-59668-4</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Online-Ausgabe, EPUB</subfield><subfield code="z">978-1-119-59666-0</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-032232846</subfield></datafield></record></collection> |
| id | DE-604.BV046824580 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T15:03:11Z |
| indexdate | 2024-07-10T08:54:52Z |
| institution | BVB |
| isbn | 9781119596653 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032232846 |
| oclc_num | 1137222291 |
| open_access_boolean | |
| owner | DE-11 |
| owner_facet | DE-11 |
| physical | ix, 277 Seiten |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Wiley |
| record_format | marc |
| spelling | Keller, Scott 1972- Verfasser (DE-588)1013827104 aut Beyond performance 2.0 a proven approach to leading large-scale change Scott Keller, Bill Schaninger Hoboken, New Jersey Wiley [2019] © 2019 ix, 277 Seiten txt rdacontent n rdamedia nc rdacarrier Spotlight Success 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 Performance Management (DE-588)7730862-1 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s Unternehmenskultur (DE-588)4131484-0 s Performance Management (DE-588)7730862-1 s SWB Organisationswandel (DE-588)4075693-2 s Management (DE-588)4037278-9 s DE-604 Schaninger, Bill Verfasser aut Erscheint auch als Online-Ausgabe, PDF 978-1-119-59668-4 Erscheint auch als Online-Ausgabe, EPUB 978-1-119-59666-0 |
| 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 Performance Management (DE-588)7730862-1 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Management (DE-588)4037278-9 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| subject_GND | (DE-588)7730862-1 (DE-588)4075693-2 (DE-588)4285859-8 (DE-588)4037278-9 (DE-588)4131484-0 |
| 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_exact_search_txtP | 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 Performance Management (DE-588)7730862-1 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationsverhalten (DE-588)4285859-8 gnd Management (DE-588)4037278-9 gnd Unternehmenskultur (DE-588)4131484-0 gnd |
| topic_facet | Organizational behavior Corporate culture Performance Performance Management Organisationswandel Organisationsverhalten Management Unternehmenskultur |
| work_keys_str_mv | AT kellerscott beyondperformance20aprovenapproachtoleadinglargescalechange AT schaningerbill beyondperformance20aprovenapproachtoleadinglargescalechange |