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The Berrett-Koehler Organizational Performance Series

Found in Business
Results by Richard A. Swanson and Elwood F. Holton III
Foundations of Human Resource Development by Richard A. Swanson and Elwood F. Holton III
Scenario Planning in Organizations by Thomas J. Chermack

The Berrett-Koehler Organizational Performance Series : Titles in Order

Book 14
With scenario planning, leaders, executives, and decision makers can develop strategies for multiple futures, making their organizations resilient, agile, and capable of adapting to new circumstances at the speed of change. Here Thomas Chermack addresses the method’s complexities and, unlike other books, deals not just with developing different scenarios but also with applying those scenarios and assessing their impact.

This is the most comprehensive guide available to the scenario planning process, offering a thorough discussion of the method’s theoretical foundations and detailing a five-phase scenario planning system. Chermack uses a real-world case study to illuminate the entire process—from project preparation to scenario exploration, development, implementation, and project assessment. He provides specific techniques and tools for gathering and analyzing relevant data, structuring and managing projects, and avoiding common pitfalls.
Book 13
In Foundations of Human Resouce Development, Richard Swanson and Edward Holton provide an up-to-date overview of the HRD profession as well as the terminology and processes required for sound HRD research and practice. Swanson and Holton’s work is supplemented with contributions from Alexandre Ardichvili, Theo J. Bastiaens, Thomas J. Chermack, Richard W. Herling, K. Peter Kuchinke, Sharon S. Naquin, Wendy E. A. Ruona, Richard J. Torraco, Greg G. Wang, and Karen E. Watkins.

The book provides a basic understanding of the HRD models, processes, and history; critical theoretical and philosophical foundations of the field; learning and performance paradigms and models; HRD’s role in high-level organizational and systems-level issues; training and development and organization development—including examples of best practices along with variations in core thinking, processes, interventions, and tools; and much more.

The first edition won the Book of the Year Award from the prestigious Academy of Human Resource Development. This second edition has been completely revised, updated, and expanded, with new chapters on component HRD theories, policy and planning, technology, and globalization, as well as supplemental study materials, PowerPoint presentations, and figures available online at www.textbookresources.net.
Book 12
Corporations spend millions of dollars on performance improvement, employee training and development, work system redesign, and other organizational improvement efforts. Much of this money is wasted because the preliminary analysis and diagnosis has not been done to link these programs to an organization's real business needs, goals, and processes.

The truth is that in order for any performance improvement effort to add value to the organization, deep analysis is required. Analysis for Improving Performance details a systematic approach for doing the rigorous preparatory analysis that is vital to shaping and developing successful performance improvement efforts.

Richard A. Swanson's methods enable program developers and managers to define clear objectives, assess existing systems and missions, analyze worker knowledge and expertise, define desired performance and evaluation standards, and develop a performance improvement plan that will meet the desired performance goals.

This new edition has been extensively revised throughout and presents expanded concepts and updated cases, as well as a new chapter on documenting and improving work processes and documenting process-referenced tasks. Written for take-charge managers, performance improvement specialists, and workers wanting to improve their organizations, Analysis for Improving Performance provides “real-world” knowledge, tools, examples, graphics, and exercises aimed at developing your expertise in diagnosing organizational performance and documenting workplace expertise—the keys to long-term organizational success. In short, it is a complete guide to ensuring that the time, money, and effort you invest in organizational development are well spent.
Book 11
Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be.

Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention.

Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency.
Book 10
Richard A. Swanson and Elwood F. Holton, leading scholars in the field, bring together contributions from more than twenty distinguished researchers from multiple disciplines to provide a comprehensive introductory textbook on organizational research.

Designed for use by professors and students in graduate-level programs in business, management, organizational leadership, and human resource development, Research in Organizations teaches how to apply a range of methodolgies to the study of organizations. This comprehensive guide covers the theoretical foundations of various research methods, shows how to apply those methods in organizational settings, and examines the ethical conduct of research. It provides a holistic perspective, embracing quantitative, qualitative, and mixed-methodology approaches and illuminating them through numerous illustrative examples.
Book 9
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
Book 7
On-the-Job Training (OJT) is the single most used training method in organizations today. But it is also the most misused-because very few of those doing OJT are ever trained how to do it. In Hands-On Training Gary Sisson draws on his thirty-five years of experience to lay out a simple, systematic approach to OJT that can be understood and applied by anyone in any organization– managers, line or staff supervisors, employees and both internal and external human resource and training professionals.
Book 6
In this era of rapid globalization, human resource development professionals in every type of organization face the problem of managing training and development across many different, often widely dispersed, sites. Training Across Multiple Locations offers a comprehensive, proven model for designing, building and assessing every aspect of a multiple location training and development (T&D) system. Stephen Krempl and R. Wayne Pace detail how to integrate training from multiple locations into a comprehensive organizational strategy, and how corporate training can align those multiple locations with a single corporate vision.
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
Book 5
From the author of Analysis for Improving Performance , winner of the 1995 Outstanding Instructional Communication Award from the International Society for Performance Improvement and the 1995 Society for Human Resource Management Book Award
This book presents a practical guide to building a successful, competitive, and cost-effective HRD practice that meets customers' needs. Results teaches readers a highly effective, easy-to-learn, field tested system for assessing organizational results within three domains: performance (system and financial), learning (knowledge and expertise), and perceptions (participant and stakeholder).
Why measure results in HRD? Because the "corporate school" and "human relations" models of HRD practice, whereby development occurs simply because it is good for employees, no longer works. If HRD is to be a core organizational process, it must act like one and hold itself accountable. Measuring results, particularly bottom-line performance results, is key to gaining support from top management. And those who measure results ultimately find it a source of program improvement and innovation as well as pride and satisfaction.
While Results is theoretically sound, it is firmly rooted in practice, offering a core five-step assessment process that gives readers a simple and direct journey from analysis inputs to decision outputs. Whether they have assessment tools but no theory, theory but no tools, or no tools and no theory, this book will equip them to quickly and effectively assess their results.

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