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The change leaders roadmap: how to navigate your organization's transformation

The change leaders roadmap: how to navigate your organization's transformation

 

Linda Ackerman Anderson

Dean Anderson

Jossey- Bass/Pheiffer

San Francisco

In their revolutionary book on leading organization transformation, Beyond Change Management, Linda Ackerman Anderson and Dean Anderson described a groundbreaking new approach to transforming an organization. In this companion volume, the authors provide you with specific how-to guidance for putting their breakthrough change theory into practice, offering detailed tools, techniques, and step-by-step processes.

 

The Change Leader's Roadmap-part of the Practicing Organization Development Series-provides the most comprehensive guidance available today for building transformational change strategy and designing and implementing successful transformation. Dean Anderson and Linda Ackerman Anderson gets to the heart of change, the human touch, by using timeless techniques and tools. The authors combine their keen observations, sharp insights, and open hearts to produce towering works that will stand as lasting contributions to leadership and organization development. ...They guide us along a path of personal discovery so that we may have the strength of spirit to risk the creation of more meaningful organizations." "Having a vision and direction for change is one thing, implementing vision is quite another. Linda Ackerman Anderson and Dean Anderson have been there and have done it. This book about implementing the change process is an invaluable guide for how to do it."

 

In search of results: performance management practices

 

Organisation for Economic Co-Operation And Change

 

Sigurdur Helgason

PUMA

Paris

1997

 

Performance management is a key factor in public sector reforms in many OECD countries; an increased focus on results is the key objective of reforms. Performance management encompasses both the measurement of performance and how it is used by management for decision-making and by external parties for accountability purposes.

 

This publication responds to the need for information on performance management practices that enables individual countries to compare and contrast their approach to other countries. It describes and analyses in a comparative setting, performance management developments in ten OECD countries: Australia, Canada, Denmark, Finland, France, the Netherlands, New Zealand, Sweden, the United Kingdom and the United States.

 

Each country chapter is intended to be an analytical and reference document of value to other countries. The country chapters have been standardised in structure to make them as comparable as possible, and information on each country has been summarised in tables on key performance management issues.

 

The publication also contains an overview and synthesis where approaches of the countries are compared and contrasted. All ten countries have for a number of years been active in developing and implementing performance management. This publication demonstrates that while a wide range of approaches and instruments have been developed there is considerable convergence in approaches and instruments used by the different countries. There are nevertheless important differences. It is clear that each country must find its own approach to performance management, appropriate to its needs and traditions.

 


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Gary Watkins

Gary Watkins

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BA LLB

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