Đang chuẩn bị liên kết để tải về tài liệu:
Best Practives in Leadership Development & Organization Change 49

Best Practives in Leadership Development & Organization Change 49. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 450 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Table 19.11. Evaluation Method Usage Evaluation Method Usage Ranking Behavioral change evaluation 1 Organization assessments surveys tracking 2 ROI calculations 3 Results evaluation 4 Feedback sessions 5 Table 19.12. Positive Results of Initiatives in Order of Percentage Frequency Positive Results Frequency Organizational effectiveness e.g. communication 87 consensus building project planning Strategic imperatives fulfilled 73 Team performance 67 Cost savings 53 Customer satisfaction 33 Financial results 27 Shareholder value 7 savings to gaining consensus on a project that led to tangible business results to customer satisfaction to financial results and even to shareholder value. SUMMARY Only those who dare to fail greatly can ever achieve greatly. Robert F. Kennedy7 The summary results underscored the critical importance of senior management support. These data did not disregard the crucial role of participants in designing the program itself thus supporting the need for employees at all levels of the organization to be active and equal partners and players in leadership development and change. All of our data suggest that the more involvement understanding and respect given to the diverse needs and styles of employees at all levels the lower the resistance to change. In addition there seems to be CONCLUSION 451 increased value derived from building on existing systems and involving all levels of employees in the development of new processes both of which help truly integrate change initiatives into the organization s culture. The top-ranking critical success factors included 1. Support and participation of senior management 2. Connecting development and the initiative with the strategic plan 3. Involvement of participants in design 4. Integration with other divisional processes practices or systems 5. Pilot program before launch 6. Continuous evaluation 7. Leveraging of internal capacity Having