The McGraw-Hill 36-Hour Course: Organizational Development

Overview

Take a crash course in one of today's most important business skills—organizational development!

Change comes fast, and the most successful organizations are prepared to handle it before impact; they act, not react. How are they able to do this? With a solid grounding in organizational development.

The McGraw-Hill 36-Hour Course: Organizational Development is a skill-building guide to one of the most important functions in business today. In no...

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The McGraw-Hill 36-Hour Course: Organizational Development

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Overview

Take a crash course in one of today's most important business skills—organizational development!

Change comes fast, and the most successful organizations are prepared to handle it before impact; they act, not react. How are they able to do this? With a solid grounding in organizational development.

The McGraw-Hill 36-Hour Course: Organizational Development is a skill-building guide to one of the most important functions in business today. In no time, you'll be able to recognize patterns of organizational behavior that are detrimental to your organization,

and you'll have the skills to envision and drive the type of change your company needs. Concise, engaging, and filled with quizzes to help you reinforce lessons learned, this crash course offers the knowledge you need to:

  • Address problems with your company’s culture
  • Hire the best people for your needs
  • Set goals and move your team to action
  • Motivate your people to envision change
  • Institute meaningful change in how your company

    functions

Change can be your company's best friend. You just have to manage it with skill.

The McGraw-Hill 36-Hour Course: Organizational Development puts you on the fast track to face today’s, not yesterday's, challenges.

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Product Details

  • ISBN-13: 9780071743822
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 9/20/2010
  • Series: McGraw-Hill 36-Hour Courses Series
  • Edition number: 1
  • Pages: 240
  • Sales rank: 787,528
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.60 (d)

Meet the Author

Stephen R. Balzac is president of 7 Steps Ahead, LLC (www.7stepsahead.com), a consulting firm that helps businesses improve individual, team, and organizational performance.

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Table of Contents

Introduction ix

Chapter 1 Creating the Culture 1

What Is Culture? 1

How Is Culture Created? 3

How Is Culture Transmitted? 5

What Are the Advantages and Disadvantages of Culture? 6

What Makes a Successful Culture? 7

Where Is Culture? 8

How Can Culture Be Changed? 10

Putting Culture in Perspective 16

Review Quiz 16

Chapter 2 The Science and Art of Goal-Setting to Define the Business 19

Why Set Goals? 19

What Is a Goal? 20

Strategies for Goal-Setting 24

How Do You Make Goals Matter to You? 27

SMART Goals 28

How Do You Maintain Momentum? 29

What About Setting Group Goals? 30

How Do Goals Define the Company? 31

The High-Performance Cycle 32

Goals and Flow 33

A Final Word on Goal-Setting 34

Review Quiz 34

Chapter 3 Making People Care-Before You Start 37

Create Excitement if You Want Enthusiasm 38

Can You Say What You See? 39

What Is a Vision? 41

How Do the Vision and the Goals Interact? 43

Crafting Your Vision 43

Communicating Your Vision 47

Vision and Flow 48

Review Quiz 49

Chapter 4 Building the Foundation: Whom, and How, Do You Hire? 51

Calling Dr. Staff! 52

How Do You Know What to Look For? 53

Becoming a Talent Magnet 55

The Godot Effect 56

How Does the Hiring Process Shape Your Culture? 57

What Are You Really Offering? 59

How Do You Select Candidates? 59

How Do I Convince the Candidate to Take the Job? 64

What if I Hire the Wrong People? 66

Review Quiz 67

Chapter 5 The Motivation Trap 69

Why Are They So Unmotivated? 69

Push, Pull, or Get Out of the Way 70

What Are the Preconditions of Motivation? 70

What Is the Motivation Trap? 71

Rewards and Feedback 73

Routine Matters! 77

It's a Marathon! 79

Don't Be Cheap 82

What About Volunteer Organizations? 83

Motivation and Flow 84

Review Quiz 84

Chapter 6 Post-Heroic Teams 87

The Missing "I" 88

Why Teams Fail 89

What Is the Life Cycle of a Team? 90

How Do I Build My Team? 100

Review Quiz 102

Chapter 7 The Role of Emotions in Leadership 103

What Is Leadership? 103

"Never Tell Anyone to Do What You Can't Do..." 104

We're All Leaders! 105

Power and Leadership 106

Understanding Key Emotions in Leadship 110

What Are Avoidance Behaviors? 115

Strategies for Building Teams 117

What if You're Taking Over an Existing Team? 120

Review Quiz 120

Chapter 8 Management Jujitsu: Negotiation, Problem-Solving, and Decision-Making Techniques 123

The Art of Nonresistance 124

Why Do You Want What You Want? 125

Surgery Is a Form of Medicine 127

Do I See What You See? 129

Reframe or Redirect Challenges 131

The Path of Least Resistance 132

Use Their Imaginations 133

Feedback and Reviews 134

Review Quiz 139

Chapter 9 Managing Change 141

A Paradigm Is Not Twenty Cents 141

How Do I Build Momentum for Change? 144

How Do I Make Change Easy? 149

What About Feedback? 153

The Secret to Successful Change 154

Review Quiz 155

Chapter 10 Problem Solving 157

What Is the Problem with Problems? 157

Make a Decision! 162

What About the People Involved? 168

What About Ethics? 171

Review Quiz 173

Chapter 11 Mistakes: The Foundation of Innovation 175

What Is the Goal of My Business? 175

Make More Mistakes 176

What Is the Connection Between Organizational Culture and Innovation? 178

What Are the Traps That Organizations Fall Into? 181

The Art of Not Making a Lightbulb 185

It's a Process! 189

Review Quiz 190

Chapter 12 Putting It All Together: Scheduling Success 191

The Illusion of Time 191

The Performance Curve 193

You Only Live Twice 197

Making the Most of Meetings 198

Scheduling Success 201

Developing Your Organization 207

Review Quiz 208

Bibliography 211

Index 215

Instructions for Accessing Online Final Exam and Chapter Quiz Answers 225

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