Performance consulting

Abstract: List of Figures, Exhibits, and Tables. Preface. PART 1: ESTABLISHING THE FOUNDATION FOR PERFORMANCE IMPROVEMENT IN COMPLEX SYSTEMS. 1. Organizations as Complex Systems. Living and Working in Complex Systems. Moderately Complex Systems. Highly Complex Systems. Summary of This Chapter. Suggestions for Further Reading. 2. Stakeholders and Support for Performance. Performance and Performers. Stakeholders in Performance. Organizational Factors That Support Performance in Complex Systems. Summary of This Chapter. Suggestions for Further Reading. 3. The Performance Consultant. The Role of the Performance Consultant. The Human Performance Technology (HPT) Process. Organizations as Complex Systems. Partnering and Consulting with Other Stakeholders. Summary of This Chapter. Suggestions for Further Reading. PART 2: TOOLS FOR STAKEHOLDERS TO IMPROVE PERFORMANCE. 4. Developing Stakeholder Strategies to Improve Performance. Low Performance Levels Following Training Interventions. Stakeholder Support for Performance. Recommended Stakeholder Strategies to Support Performance. Summary of This Chapter. Suggestions for Further Reading. 5. Evaluation to Measure and Support Performance. Evaluation as a Tool to Measure and Support Performance. Levels of Evaluation of Training Interventions. The Role of Evaluators in Supporting Learning and Performance. Summary of This Chapter. Suggestions for Further Reading. 6. Partnering and Consulting with Managers. Establishing Partnering Relationships with Managers. Consulting with Managers on a Performance Improvement Intervention. Supporting the Performance of Stakeholders in Performance Improvement Interventions. Summary of This Chapter. Suggestions for Further Reading. PART 3: APPLICATIONS OF PERFORMANCE IMPROVEMENT IN REAL-WORLD SYSTEMS. 7. Sleuthing Out Performance Consulting's Best Partners (Julie S. Hile). The Call for Performance Consultants' Best Stakeholders. Lessons Learned from the Performance Consulting/S&H Partnership. The Canadian National Railway U.S. Operation's Safety Rule Book Revision Process. Summary of This Chapter. Suggestions for Further Reading. 8. Implementing Transfer of Learning to Performance in a Complex International System (Richard L. Sullivan). An International Complex System. Moving from Training to Performance Improvement. Transfer of Learning to Performance. The Case of Improved Infection Prevention Practices. Summary and Lessons Learned. Suggestions for Further Reading. 9. e-Learning and Support for Performance (Kenneth W. Finley, Jr.). What Constitutes e-Learning. Current e-Learning State of the Art. e-Learning Enablers and Disablers. Stakeholder Support for Transfer of e-Learning to Performance. Summary of This Chapter. Suggestions for Further Reading. Glossary. References. Index. About the Authors. Pfeiffer Publications Guide.

Abstract: There are so many books written on Balanced Scorecard. What I found powerful in this book is K.I.S.S (Keep It Simple and Sharp!). It will lead and demonstrate you a very practical step-by-step procedures in the cascading process of Balanced Scorecard from corporate level to all departements. My organization has the privilege to engage PT GML Performance Consulting to facilitate the formation of our BSC strategy raodmap for 2010 successfully. This book has always been my reference for inspiration and guidance in the process of BSC implementation. I highly recommend this book for anyone seeking performance excellence in their organization. -- Randy Yeoh, Country Manager, PT Henkel Indonesia

Abstract: The provision of holistic care for athletes often involves interprofessional teams with specialists to support athletic performance and overall wellness. Yet, regarding psychological support, some have advocated for a single professional to attain both a certified mental performance consultant (CMPC) credential and any type of mental health license (e.g., Licensed Psychologist [LP], Licensed Social Worker [LSW], or Licensed Professional Counselor [LPC]) to address the mental performance and mental health needs of athletes. Unfortunately, this approach may hinder interprofessional collaboration and ignore distinctions between CMPCS and other types of mental health professionals. Alternatively, CMPCs and various types of mental health professionals may work together on interprofessional psychological support teams. The purpose of this paper is to clarify the distinct historical and theoretical foundations of mental performance consulting, clinical psychology, social work, and professional counseling in sport contexts to serve as a resource for enhancing interprofessional competence within such teams. The distinct training pathways of CMPCs, LPs, LSWs, and LPCs are outlined with attention to how each can serve a valuable role on an interprofessional support team for athletes. Applications of the World Health Organization's framework for interprofessional education and collaborative practice (IPECP) to psychological support teams in sport contexts is discussed.

Abstract: Part I. Consulting Industry, Skills and Professionalism Introduction 1. The Changing Global Consulting Industry (Flemming Poulfelt, Copenhagen Business School, Arvind Bhambri, USC and Larry Greiner, USC) 2. Professionalism in Consulting (David Maister) 3. The Marketing and Selling of Consulting Services (Robert Duboff, Boston College and Ernst and Young) Part II. Major Practice Areas in Consulting Introduction 4. Information Technology Consulting (Richard Nolan, Harvard Business School and Larry Bennigson, Harvard Interactive) 5. Strategy and Organization Consulting (Adrian J. Slywotzky, Mercer Management Consulting, and David Nadler, Mercer Delta Organizational Consulting) 6. The Marketing Consultant (Robert Spekman, U. of Virginia, and Philip Kotler, Northwestern U.) 7. Operations Management Consulting (Richard Chase and Ravi Kumar, USC) 8. Human Resources Management: New Consulting Opportunities (Edward Lawler and Susan Mohrman, USC) Part III. Consulting in Different Contexts Introduction 9. Consulting to CEOs and Boards (David Nadler, Mercer Delta Organizational Consulting) 10. Globalization Consulting (Stephen Rhinesmith, CDR International) 11. Public Sector Consultation (Alan Glassman, California State University at Northridge and Morley Winograd, USC) Part IV. Implementation in Consulting Introduction 12. Intervention Strategies in Management Consulting (Tom Cummings, USC) 13. Consulting to Integrate Mergers and Acquisitions (Anthony Buono, Bentley) 14. On Becoming a Transformational Change Agent (Robert Quinn, U of Michigan and Shawn Quinn, Columbia U.) Part V: Managing and Growing the Consulting Firm Introduction 15. Managing Growth Stages in Consulting Firms (Larry Greiner, USC and James Malernee, (Cornerstone Research) 16. High Performance Consulting Firms (Jay Lorsch, Harvard Business School) 17. Creating and Sharing Knowledge in Consulting (Tom Davenport, Accenture and Larry Prusac, IBM) Part VI: Looking Ahead at Management Consulting Introduction 18. Will Consulting Go Online? (Fiona Czerniawska, Arke Idea Consulting & Kingston Business School) 19. Research on Management Consulting (Flemming Poulfelt, Copenhagen Business School and Larry Greiner, USC) Recent Books on Management Consulting