mixed material bibliography Alexandria ASTD/Berrett Koehler 1998

x, 339 p. : tabs., figs., gloss., sources ; 24 cm. Result from a survey of more than 300 senior and executive level provesionals, conducted by the ASTD indicates that these industry leaders, all of whom work within organizations, identified the 10 most probable trends in the profession - both now and three years' time> The trend labeled "shift from providing training to improving performance" was ranked as the third most probable trend to occur today, and the most probable trend of all within the next three years. We are literelally changing the mission of our profession -- away from providing skills and knowledge on toward a focus on human performance improvement. This change has major implications for both individuals (the people who do this work and are reffered to as performance consultants in this book) and for the functions in which they work (referred to as performance department). But just what are those implications/ and how does one make the transition from operating as a training department to working as a performance improvement function? What action are needed? How long will it take? what are the land mines to be avoided? These are the questions this book has been developed to answer. The intent of this book is to provide you, the readers, with a multitude of practical, proven, real tactics and strategies for performing as a performance consultant and for transforming a training department into a performance improvement function. Table of contents: Sections one: conceptual framework Chapter1: A focus on performance: what is it? Chapter2: The tree levels of alignment Section two: The process of level alignment Chapter3: Partnership phase: forming partnerships The importance of partnering at PNC Bank Case study; PNC Bank Chapter 4: Assessment phase: building models and defining gaps Performance analysts at steelcase Case study: steelcase, Inc Chapter 5: Implementation phase: Performance improvement interventions Implementing performance change Case study: Johnson & Johnson Chapter 6: Measurement phase: evaluating effectiveness of performance improvement project Applying the evaluation process Case study: Arthur Andeson Constant filling and Rose Setze Section three: The organization level of alignment Chapter 7: Organizing for performance focus: a large department’s perspective Chapter 8: Organizing for a performance focus: a small department’s perspective Section four: The performer level alignment Chapter 9: The job of a performance consultant From reengineering to performance consulting Case study: Prudential HealhCase Chapter 10: Skills and work environment required for performance consultants Section five: Putting it all together Chapter 11; Making the transition to a focus performance Chapter 12: A look into the future FC 75 1576750396 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen FC 75 Mov 33055 1999-08-02 00:00:00 2008-03-24 00:00:00 machine generated