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In the world of business, the ability to handle constant change makes the difference between success and failure. Today, executives, supervisors, and project managers have plenty of methodologies for managing change, yet the failure rate of major organizational change is still an abysmal 70 percent. In this innovative guide, Barbara Trautlein argues that this is because our current approaches are inadequate when not used in tandem with a deep understanding of change intelligence, or CQ the skill set required to lead a team or company through vital transformations. Inside, she gives readers access to a proprietary, interactive CQ assessment that s based on substantial research and experience in working with hundreds of top organizations. And after readers learn their own change leader style, they go on to discover practical strategies for leveraging their strengths and shoring up their weak spots. Trautlein, a leading authority on change leadership, keeps the theory light and delves into insightful case studies drawn from her decades of experience. Her example-based approach allows readers to plainly see how they can start driving real transformation not by adopting yet another new tool but by bolstering their own capacity for change leadership. "
Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.
This book considers the process of impact assessment and shows how and why it needs to be integrated into all stages of development programmes. In-depth case studies are included and show a variety of approaches.
Manual on measurement and improvement of work organization and job design - includes a bibliography pp. 522 to 542.
This book offers an up-to-date review of our current understanding of climate change in the North Sea and adjacent areas, as well as its impact on ecosystems and socio-economic sectors. It provides a detailed assessment of climate change based on published scientific work compiled by independent international experts from climate-related disciplines such as oceanography, atmospheric sciences, marine and terrestrial ecology, using a regional evaluation and review process similar to that of the Intergovernmental Panel on Climate Change (IPCC). It provides a comprehensive overview of all aspects of our changing climate, discussing a wide range of topics including past, current and future climate change, and climate-related changes in marine, terrestrial and freshwater ecosystems. It also explores the impact of climate change on socio-economic sectors such as fisheries, agriculture, coastal zone management, coastal protection, urban climate, recreation/tourism, offshore activities/energy, and air pollution.
Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector. The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices. Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.
This is a book for teachers and school leaders on formative assessment i.e., assessment as learning where assessment occurs throughout the learning process to inform learning as opposed to assessment that occurs at the end of a learning unit to measure what students have learned (summative assessment). Formative assessment emphasizes the role of the student, not only as a contributor to the assessment and learning process, but the critical connector between them. It defines assessment of learning, assessment for learning and assessment as learning, making a case for assessment as learning. It addresses assessment in the context of what learning is. It shows how to use formative assessment to motivate student learning, help students make connections so that they move from emergent to proficient, extend their learning and to help them become reflective self-regulators of their own learning. It explores how teachers can make the shift to formative assessment by engaging in conceptual change.
In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.
Organizational Assessment: A framework for improving performance