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Books on the topic 'Continuous organizational change'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

The shape shifters: Continuous change for competitive advantage. New York: Van Nostrand Reinhold, 1997.

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2

McNair, C. J. Benchmarking: A tool for continuous improvement. New York, N.Y: HarperBusiness, 1992.

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3

McNair, C. J. Benchmarking: A tool for continuous improvement. London: HarperCollins College, 1994.

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4

O'Donoghue, Ruth. Change in IDV, Operations Ireland Limited: A continuous process. Dublin: University College Dublin, 1997.

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5

Suran, Sandra A. The DNA of the resilient organization: How one collective heartbeat creates continuous competitive advantage. Corona, CA: Stargazer Publishing Company, 2014.

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6

Continuous excellence: Building effective organizations : a handbook for managers and leaders. New York: American Society of Civil Engineers, 1995.

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7

W, Young Doyle, ed. The ever-changing organization: Creating the capacity for continuous change, learning, and improvement. Boca Raton, Fla: St. Lucie Press, 2000.

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8

Pieters, Gerald R. The ever-changing organization: Creating the capacity for continuous change, learning and improvement. Boca Raton, Fla: St. Lucie Press, 2000.

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9

Bessant, J. R. High-involvement innovation: Building and sustaining competitive advantage through continuous change. Hoboken, NJ: J. Wiley, 2003.

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10

Lynch, Dudley. Evergreen: when the forces of the forest blow new futures at your feet: Playing a continuous comeback business game. Lakewood, Colo: New Echelon Press, 1995.

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11

Gemba kaizen: A commonsense approach to a continuous improvement strategy. 2nd ed. New York: McGraw Hill, 2012.

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12

McNair, Carol Jean. Benchmarking: A tool for continuous improvement. New York, N.Y: Wiley, 1992.

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13

McNair, Carol Jean. Benchmarking: A tool for continuous improvement. New York, NY: HarperBusiness, 1992.

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14

Poirier, Charles C. Business partnering for continuous improvement: How to forge enduring alliances among employees, suppliers & customers. San Francisco: Berrett-Koehler Publishers, 1993.

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15

Sales, marketing, and continuous improvement: Six best practices to achieve revenue growth and increase customer loyalty. San Francisco: Jossey-Bass Publishers, 1997.

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16

Murashko, Mikhail, Igor Ivanov, and Nadezhda Knyazyuk. THE BASICS OF MEDICAL CARE QUALITY AND SAFETY PROVISION. ru: Advertising and Information Agency "Standards and quality», 2020. http://dx.doi.org/10.35400/978-5-600-02711-4.

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SUMMARY Current monograph represents and reviews key approaches to creating an effective internal quality and safety control system for an organization, based on patient-oriented approach, process approach, risk management, continuous process improvement and other methods including definition of all applied terms, a number of examples and step by step manuals on executing key measures and events to create and develop a quality control system and local documentation samples. Target audience for this monograph: hospital leadership, including CMO, deputy CMO on quality, head of quality control committee or designated quality control specialist, other medical workers. ABOUT «THE BASICS OF MEDICAL CARE QUALITY AND SAFETY PROVISION» All changes and reforms in healthcare should provide for medical care quality improvement, preservation of life and health of all citizens. Once an abstract word “quality” has its’ own specific meaning today, acquired by means of legislative validation of the term “medical care quality and safety”. Providing healthcare quality and safety is one of the key priorities within the confines of Russian Federation national policy for citizens’ health protection. Current issue represents actual knowledge and practical experience in terms of medical care quality and safety control, continuous medical organization efficiency improvement. Current issue addresses the matters of theoretical and practical aspects of introducing management and internal quality and safety control system in medical care. It also contains the methodological description of Proposals (practical recommendations) of Federal Service for Supervision in the Sphere of Healthcare, developed based on global experience generalization, adapted to Russian specificity, aimed at quality and safety provision. Current issue represents a large number of samples, examples, templates and check-list tables. Data, accumulated in the monograph, allows the reader create a proper system of measures in a medical organization to comply with the order № 381-н of Ministry of Health of Russian Federation «On approving Requirements towards organizing and executing medical care internal quality and safety control». TARGET AUDIENCE Current issue is intended for a wide range of readers, interested in management: for healthcare organization leaders, CMOs and deputy CMOs, deputy CMOs on quality, quality control committee leaders or designated quality control specialists, physicians, nurses, medical academicians and students, and all specialists, interested in medical organizations’ stable development and improvement.

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17

Nelson, Pavan Barbara, ed. Nongradedness: Helping it to happen. Lancaster: Technomic Pub. Co., 1993.

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18

Anderson, Verl. Continuous Improvement: Insights for a Transformative World. Nova Science Publishers, Incorporated, 2020.

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19

Miller, David, and Audra Proctor. Enterprise Change Management: How to Prepare Your Organization for Continuous Change. Kogan Page, 2016.

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20

Leading continuous change: Navigating churn in the real world. Berrett-Koehler Publishers, 2015.

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21

McNair, C. J. Benchmarking: A Tool for Continuous Improvement. Oliver Wight Ltd Pub, 1993.

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22

Rizzardo, David. Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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23

Rizzardo, David. Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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24

Rizzardo, David. Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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25

Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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26

Rizzardo, David. Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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27

Rizzardo, David. Lean - Let's Get It Right!: How to Build a Culture of Continuous Improvement. Productivity Press, 2020.

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28

Takeuchi, Hirotaka, and Ikujiro Nonaka. Wise Company: How Companies Create Continuous Innovation. Oxford University Press, Incorporated, 2019.

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29

Pieters, Gerald R., and Doyle W. Young. The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement. CRC, 1999.

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30

Bessant, John. High-Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change. Wiley, 2003.

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31

Narayan, Sriram. Agile IT organization design: For digital transformation and continuous delivery. 2015.

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32

Hoyle, Robin. Informal Learning in Organizations: How to Create a Continuous Learning Culture. Kogan Page, Limited, 2015.

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33

Harwood, Charles C. Kick down the Door of Complacency: Seize the Power of Continuous Improvement. Taylor & Francis Group, 2020.

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34

Harwood, Charles C. Kick down the Door of Complacency: Seize the Power of Continuous Improvement. Taylor & Francis Group, 2020.

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35

McNair, Carol J., and Kathleen H. J. Leibfried. Benchmarking: A Tool for Continuous Improvement. Wiley, 1995.

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36

Blueprint for Action: Leading Your Team in Continuous Quality Improvement. New Horizons, 2015.

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37

Building In-House Leadership and Management Development Programs: Their Creation, Management, and Continuous Improvement. Quorum Books, 1999.

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38

Jönsson, Christer. Theoretical Approaches to International Organization. Oxford University Press, 2018. http://dx.doi.org/10.1093/acrefore/9780190846626.013.349.

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The study of international organizations (IOs) has been described as lacking theoretical depth. However, the field actually has a more solid theoretical foundation than some of its critics allege. Moreover, the variety of approaches has entailed multifaceted knowledge of the internal workings as well as the global effects of IOs. Three theoretical traditions have emerged, dealing with institutions, organization, and governance. Institutional analysis has a central position in political science. In the study of domestic institutions, three major schools—rational choice institutionalism, historical institutionalism, and sociological institutionalism—have emerged. Organization theory represents a change of focus from the ideational structures studied by institutionalists to more material and human structures. Whereas both institutional and organizational approaches were originally formulated for domestic structures, institutionalists have been more receptive to exploring domestic-international analogies and contrasts. Even if both institutional and organization theories pay attention to process— institutionalizing rules and practices as well as organizing collective entities are long-term processes— IO studies inspired by these approaches tend to focus on relatively stable structures, asking questions concerning the establishment, persistence or change, and impact of international institutions and organizations. A third, more recent perspective focuses on continuous processes of governance, involving international organizations as well as other types of actors.

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39

1949-, Richardson Michael D., ed. The pursuit of continuous improvement in educational organizations. Lanham: University Press of America, 1997.

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40

Vesga R., Juan Javier, Rafael Chiuzi, Roberto O. Díaz-Juarbe, Sônia Maria Guedes Gondim, Mino Correia Rios, Mónica García-Rubiano, Carlos Forero-Aponte, et al. La vigencia del contrato psicológico: Aproximaciones teóricas y empíricas desde las Américas. Edited by Carlos-María Alcover. Editorial Universidad Católica de Colombia, 2020. http://dx.doi.org/10.14718/9789585133617.2020.

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The continuous changes that characterize the world of work and labor relations today change in various ways the perceptions, expectations and beliefs of workers and employers regarding the content and fulfillment of their commercial relations. Thus, these perceptions, expectations and beliefs configure psychological contracts which define the framework of the interactions between individuals and organizational agents and influence their attitudes, behaviors and decisions as well. That’s why the psychological contract constitutes a fundamental element for understanding the psychosocial processes involved in labor relations. This book aims to offer an overview of the diversity that characterizes the conceptual reflection and research on the psychological contract carried out from various countries in the Americas. Researchers from Colombia, Puerto Rico, Mexico, Brazil, Canada and Spain present a set of theoretical and empirical works that seek to deepen the understanding of employee-organization relations in the multiple labor contexts of their countries. Summarizing, this book offers for the first time a broad, though not exhaustive, overview of psychological contract research in a selection of Spanish, English, and Portuguese-speaking American countries in the south, center, and north of the continent, also represents a valuable contribution to research in organizational and work psychology in those contexts.

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41

(Editor), Graham Butt, ed. Modernizing Schools: People, Learning and Organizations (Continuum Studies in Education). Continuum International Publishing Group, 2007.

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42

(Editor), Harry Boer, Anders Berger (Editor), Ross Chapman (Editor), and Frank Gertsen (Editor), eds. Ci Changes from Suggestion Box to Organisational Learning: Continuous Improvement in Europe and Australia. Ashgate Publishing, 2000.

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43

Chapman, Ross, Harry Boer, Anders Berger, and Frank Gertsen. CI Changes from Suggestion Box to Organisational Learning : Continuous Improvement in Europe and Australia: Continuous Improvement in Europe and Australia. Taylor & Francis Group, 2017.

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44

Sinha, Alok K. Achieving Successful Business Outcomes: Driving High Performance and Effective Transformations in a Continuously Evolving Business Environment. Productivity Press, 2020.

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45

Sinha, Alok K. Achieving Successful Business Outcomes: Driving High Performance and Effective Transformations in a Continuously Evolving Business Environment. Productivity Press, 2020.

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46

Sinha, Alok K. Achieving Successful Business Outcomes: Driving High Performance and Effective Transformations in a Continuously Evolving Business Environment. Productivity Press, 2020.

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47

Sinha, Alok K. Achieving Successful Business Outcomes: Driving High Performance and Effective Transformations in a Continuously Evolving Business Environment. Productivity Press, 2020.

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48

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. Implementation and the Process of Ongoing Improvement (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0019.

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Whereas the concepts and tools described in this book are intuitive, simple, and easy to understand, their implementation and the process of ongoing improvement are not trivial and require a great deal of management attention. The chapter describes the change-management process. It starts with a full business/functional diagnosis of the organization and goes through an implementation plan draft, training and knowledge transfer, and establishing value enhancement teams. Then, the organization should establish tools for monitoring and control and ensure sustainability through a process of ongoing improvement. The chapter also presents the 3–1–1 model for implementing changes in hospitals. As hospitals are highly complex organizations with multitudes of entities with many interactions among them, the 3–1–1 model guides managers where to focus their efforts. The process of ongoing improvement can use the “traffic lights” system for sustainability and continuous value creation.

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49

CI Changes from Suggestion Box to Organisational Learning: Continuous Improvement in Europe and Australia. Routledge, 2019.

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50

Gugerty, Mary Kay, and Dean Karlan. Monitoring with the CART Principles. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199366088.003.0005.

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This chapter focuses on how to use a theory of change and the CART principles to build a monitoring system that generates useful information that can be used for program learning and improvement. Monitoring systems, properly designed, can demonstrate accountability to external stakeholders and also help organizations improve operational decision-making. This chapter argues that organizations should collect five types of monitoring data: financial data about program operations, activity tracking of key program functions and outputs, targeting information about the people participating in a program, engagement data about how people engage with the program, and feedback data on participants’ perspectives on the program. The chapter then continues with the example of Nutrition for All, the hypothetical organization introduced in Chapter 3, to show how an organization can use its theory of change and the CART principles to decide how to collect each type of monitoring data.

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