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The objective of the ISO 56002 standard is to provide a framework on how to build an innovation ecosystem that can be sustained over time. Similar to the quality management system that ISO established decades ago, this standard provides instructions related to best practices on how to establish an Innovative Management System within an organization. However, it does not provide guidance on how to implement and/or use the standard. The ISO Standard 56004 Innovation Management Assessment was designed to define the maturity level of an organization's Innovation Management System. The primary purpose of most Innovative Management Systems is to process a continuous flow of new and highly creative outputs that will meet external customers’ needs and expectations. The users of ISO 56002 and 56004 know that they are "what to do" documents. This book, however, shows you how to do it! Both ISO Standard 56002 and 56004 are focused on improving the organization's innovative management system. This book focuses on how to train employees on how to use the system to add value to the organization’s stakeholders. There are no books out on the subject – this book greatly assists managers, business leaders, entrepreneurs, and consultants seeking help in using the innovation management system effectively and efficiently. Essentially, this book presents an effective marriage between the innovative management system and how it will operate when it becomes part of the operating procedures.
Highly Commended Award - People, Culture & Management Book at the 2022 Business Book Awards The Performance Management Playbook takes the stress out of managing people. This practical book coversthe must-have conversations from daily feedback to annual pay reviews; from dealingwith poor performance to setting challenging expectations. With 15 conversation guides to improve yourconfidence in managing performance, numerous activities to make you and yourteam less stressed, happier and more productive, as well as toolkits to helpyou improve performance now, no matter what appraisal process your organisationhas in place, this book makes it easy to dip in and develop great performanceconversations specific to the challenges you face. Learn from 25 real world examples: from global and local organisations; from 100employees to over a million; from sectors as varied as financial services, transport, technology, central and local government, TV production, mining, healthcare and construction. The Performance Management Playbook will help you move from anxiety-ridden one-off appraisals to morerewarding regular and meaningful conversations about performance.
If you’re at the sharp end of management, juggling conflicting demands to keep your organization’s promises to customers, with ever-reducing resources whilst implementing the latest digital change programme and keeping your team happy – this is the book for you. Active Operations Management gives you the framework and tools to help you take control and make the most of the evolving world of service operations. The challenges of robotics, remote working and lean operations demand a new approach to give people and organizations the confidence they need to thrive and deliver in the agile age. This ground-breaking playbook specifically addresses the practical needs of operations managers. Discover: The four critical activities for effective control, and the daily and weekly rhythms which make them effective and sustainable. Practical measures of work and performance which enable like-for-like comparisons and resource balancing across diverse teams. Real-world examples showing you how to raise productivity, improve staff engagement and wellbeing. Online resources which support your control of the truly agile operation. Neil Bentley and Richard Jeffery have spent over 30 years working with operations managers to simplify and bring structure to the challenges of managing in complex organizations. Today their Active Operations Management methodology is used by thousands of managers, raising performance and ensuring the wellbeing of those involved.
There is no HR-related topic more popular in the business press than performance management (PM). There has been an explosion in writing on this topic in the past 5 years, condemning it as a failure and calling for fundamental change. The vast majority of organizations use the same basic process which I call “Last Generation Performance Management” or PM 1.0 for short. Despite widespread agreement that PM 1.0 is failing, few companies have abandoned it or made fundamental changes to it. While everyone agrees it is broken, few agree on how to fix it. Companies continue to tinker with their systems, making incremental changes every few years with no lasting improvement in effectiveness. Employees continue to achieve amazing things in organizations every day, despite this process not because of it. Nothing has worked because organizations, business leaders and HR professionals focus on PM practices instead of the fundamental purpose of PM and the paradigms, assumptions, and beliefs that underlie the practices. Companies ask their performance management process to do too many things and it fails at all of them as a result. At the foundation of PM 1.0 practices is the ideology of a meritocracy and paradigms rooted in standard economic and psychological theories. While these theories were adequate explanations for motivation and behavior in the 19th and 20th centuries, they fail to account for the increasingly complex nature of organizations and their environments today. Despite the ineffectiveness of PM 1.0, there are powerful forces holding it in place. Information on rigorous, evidence-based recommendations is crowded out by benchmarking information, case studies of high-profile companies, and other propaganda coming from HR think tanks and consultants. Business leaders and HR professionals learn about common practices not effective practices. This book confronts the traditional dogma, paradigms, and practices of PM 1.0 and holds them up to the bright light of scientific scrutiny. It encourages HR professionals and business leaders to abandon PM 1.0 and it offers up a more appropriate purpose for PM, alternative paradigms to guide them and practical solutions that are better supported by scientific research, referred to as “Next Generation Performance Management” or PM 2.0 for short.
The Physical Security Strategy and Process Playbook is a concise yet comprehensive treatment of physical security management in the business context. It can be used as an educational tool, help a security manager define security requirements, and serve as a reference for future planning. This book is organized into six component parts around the central theme that physical security is part of sound business management. These components include an introduction to and explanation of basic physical security concepts; a description of the probable security risks for more than 40 functional areas in business; security performance guidelines along with a variety of supporting mitigation strategies; performance specifications for each of the recommended mitigation strategies; guidance on selecting, implementing, and evaluating a security system; and lists of available physical security resources. The Physical Security Strategy and Process Playbook is an essential resource for anyone who makes security-related decisions within an organization, and can be used as an instructional guide for corporate training or in the classroom. The Physical Security Strategy and Process Playbook is a part of Elsevier's Security Executive Council Risk Management Portfolio, a collection of real world solutions and "how-to" guidelines that equip executives, practitioners, and educators with proven information for successful security and risk management programs. - Chapters are categorized by issues and cover the fundamental concepts of physical security up to high-level program procedures - Emphasizes performance guidelines (rather than standards) that describe the basic levels of performance to be achieved - Discusses the typical security risks that occur in more than 40 functional areas of an organization, along with security performance guidelines and specifications for each - Covers the selection, implementation, and evaluation of a robust security system
Offers a path to purpose and meaning at work to engage and support employees at every level. While recent studies have shown that companies with high levels of employee engagement have 40% less turnover, half the absenteeism rate, and double the net profit compared to companies with low engagement, many firms continue to struggle with engaging their employees, and a mass exodus in under way. Business leaders are unprepared to deliver the type of culture and leadership that infuses the work experience of their employees with purpose and meaning. No surprise that a recent Gallup survey showed that only 15% of employees consider themselves engaged in their work. In The Search for Meaning at Work Steve Van Valin, an organizational culture consultant and former long-time executive with QVC, provides talent leaders and managers at all levels with a focused awareness and a robust set of actionable tools to meet the talent challenge head-on. Building on the research of Harvard professor Dr. Teresa Amabile and others, Van Valin’s model is based on eleven “Amplifiers of Meaning” that identify and describe the core purpose that gives work meaning. Without purpose, there is no meaning, Van Valin argues, and without meaning there is no true engagement. For many employees and their managers, the purpose that drives an employee’s motivation to work remains hidden; as a result, employees are disengaged, leaving managers and leaders frustrated as they search for answers. Van Valin’s approach is a confident and creative challenge to leaders to think differently – with greater empathy for the power of purpose and meaning in people’s lives. Each chapter contains personal observations, revealing anecdotes, and a playbook, which provides specific and relevant actions/steps the reader can follow to amplify meaning in ways that inspire high-performance. 1. The book is anchored on providing specific actionable ideas to promote purpose and meaning. It is a practical guide, not just a philosophical work on a lofty subject. 2. No other book fully defines purpose and meaning and brings to light the dynamics between them. Doing so provides a high level of awareness for the reader that leads to the practical application of emotional intelligence when making the “everyday” better choices. 3. The book research, model, and actionable ideas are directly transferable as content for teaching the Amplify concept via classroom, online, and webinar delivery.
For the first time, The Practical Playbook offers professionals in primary care and public health a roadmap to integrating their work with the larger goals of population health. Drawing on the experiences of hundreds of public health and primary care professionals from across the US, The Practical Playbook is the new benchmark for primary care and public health practitioners working to improve population health.
Why do so many sports teams have losing records, year after year? Why do others win big, but only every 20 or 30 years? And why is it that so few teams enjoy sustained, continual success? This book gives the answer. Providing a blueprint or "playbook" for success in sports at every level, it lays out a clear step-by-step plan for building a team culture that will lead to winning consistently. With each step, the book introduces real-world tools that can be easily implemented by every sports organization and coach to achieve success, including team charters, individual athlete plans, player accountability systems, and team communication strategies. It offers expert advice and practical guidance on key areas, such as aligning individuals with a clear team plan, resolving conflicts proactively, and learning from every game and every season to develop a smarter and more consistent culture of success. The Sports Playbook: Building Teams that Outperform, Year after Year will help every team fulfil its true potential through leadership, focus, and performance. It is essential reading for coaches, sport management professionals, and leaders of every kind of team, inside and outside of sports. The foreword, introduction, chapter 1 and chapter 2 of this book are freely available as downloadable Open Access PDFs under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license available at http://www.taylorfrancis.com.
This book on Human Resource Management a comprehensive guide to the principles and practices essential for managing people in modern organizations. Covering core HR functions, from recruitment and training to performance management and employee relations, it explores the evolving role of HR in strategic decision-making and organizational success. The book also delves into the impact of digital transformation on HR, addressing trends like HR analytics, remote work, and employee engagement. Designed for students, professionals, and HR practitioners, this resource provides a blend of theoretical insights and practical applications to foster effective people management skills.