Essential Tools for Organisational Performance
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Review
‘…packed with tools, approaches and references…well written…’ (UK Excellence, April 2010).
Product Description
This book focuses on organizational development for increased business performance. The text and models cover process management, leading to change management and organizational development. Burtonshaw–Gunn and Salameh show that process implementation in any business depends on two key factors. First, the role of knowledge management in organizational and individual improvement is vital. Secondly, performance management for individual employees, and collaboration between organizations can bring about lasting change and development. Each chapter presents a balance between the organization’s and individual performance commitment, and features helpful pointers to further sources of information.
Using the authors’ knowledge and practical experience across a range of organizations and cultural settings this publication depicts the systematic efforts required for organizational development. This covers the following five major elements, each with a dedicated chapter describing in detail the tools and techniques necessary for successful performance improvement:
- Process Management
- Change Management and Organizational Development
- People–Focused Performance Management
- Knowledge Management and Performance
- Organizational Performance through Tactical and Strategic Partnering
Essential Tools for Organizational Performance not only brings these inter–related topics together in a logical way but allows each to be considered as a stand–alone performance strategy. It fully references the original source of the models used and where additional in–depth information may be found.
Find out more on the Essential Tools website: www.essentialtoolsseries.com
“This is an extremely useful book for both business students and practicing managers. It presents models and theoretical frameworks, derived from research, in a way that is stimulating, accessible and of practical value. Topics are logically sequenced for ease of reference and the material is interesting and clearly presented without being oversimplified. Burtonshaw–Gunn and Salameh have produced a clear and practical guide that will help to improve management practice.”
Sue Gill, Organisational Psychologist, Director of In–Company Programmes, Salford Business School, University of Salford, Greater Manchester
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Most Helpful Customer Reviews
5 of 5 people found the following review helpful
Format:Hardcover
A concise and helpful guide to organizational performance. I found all the tools and models included in this books invaluable, the chapter on change management in particular helped us in implementing our change management processes in line with ITIL.
I'll definitely be using the essential tools series website.
I'll definitely be using the essential tools series website.
4 of 4 people found the following review helpful
Format:Hardcover
I review books now and again, only when I think they are worth a good read (and when time allows me to do this!). I have read Burtonshaw-Gunn's previous book, "Essential Management Toolkit", which was brilliant and am pleased to say that this spin-off product definitely has a place within the organisational/performance management genre of books. This one has certainly proven to be an invaluable tool within my organisation (particularly Chapter 5, which I have already reproduced within my company to demonstrate to others the complexities of collaborative working). I have found it easy to dip into and take nuggets of information. A great little book, handy size, simple format and easy to read.
Format:Hardcover
Essential Tools for ORGANISATIONAL PERFORMANCE and its subtitle Tools, Model and Approaches for Managers and Consultants precisely describes to the reader what this usefully compact book is all about and for whom it is aimed. This is a book that does not disappoint and having referred to and used many of the concepts in Prof. Simon Burtonshaw-Gunn's first book The Essential Management Toolbox, this collaborative work with Dr. Malik Salameh focuses on the application of these tools and models on the topic of organizational development and performance.
The first four chapters systematically and logically ranges a spotlight from the organizational through to an individual focus through the following four building blocks; process management, change management and organizational development, people-focused performance management and knowledge management and performance. The fifth chapter examines the topic of organizational development and performance through collaborative working between organizations which with its external focus, is the future for performance improvements for many mature industries and organizations.
Belying its compact size and readable 121 pages, this is a valuable reference for both new and experienced managers and consultants needing guidance or inspiration. For such a broad subject with all its potential for complexity, the authors succinctly deal with the topic whilst recognizing the powerful influence of organizational culture on performance. However, it is left to the reader to determine what models and concepts will work for their organization and associated culture so perhaps the next book in this series will examine this perspective. If yes, then the tools in this particular toolbox begin to take on the lustre associated with precision craftsmanship and so you should seriously consider investing in this growing series.
Charles G Hajdu MBA MRAeS MCMI Strategy and Business Development Manager Fujairah International Airport
The first four chapters systematically and logically ranges a spotlight from the organizational through to an individual focus through the following four building blocks; process management, change management and organizational development, people-focused performance management and knowledge management and performance. The fifth chapter examines the topic of organizational development and performance through collaborative working between organizations which with its external focus, is the future for performance improvements for many mature industries and organizations.
Belying its compact size and readable 121 pages, this is a valuable reference for both new and experienced managers and consultants needing guidance or inspiration. For such a broad subject with all its potential for complexity, the authors succinctly deal with the topic whilst recognizing the powerful influence of organizational culture on performance. However, it is left to the reader to determine what models and concepts will work for their organization and associated culture so perhaps the next book in this series will examine this perspective. If yes, then the tools in this particular toolbox begin to take on the lustre associated with precision craftsmanship and so you should seriously consider investing in this growing series.
Charles G Hajdu MBA MRAeS MCMI Strategy and Business Development Manager Fujairah International Airport
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