tailieunhanh - Best Practives in Leadership Development & Organization Change 20

Best Practives in Leadership Development & Organization Change 20. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 160 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE ABOUT THE CONTRIBUTOR Paula Cowan SPHR is vice president of human resources Emeritus with First Consulting Group headquartered in Long Beach California retired in 2001. FCG delivers strategic information technology solutions to clients in the health care industry. Joining the firm in 1996 she was the architect of the human resources organization structuring and staffing the function and designing and implementing many of the organization s HR initiatives. She served as a member of the firm s Operating Committee and the Leadership Development Committee along with the CEO and the operational vice president who chaired the firm s Quality Initiative. Before joining First Consulting Group she held executive leadership positions in the health care high-tech and consulting industries. She holds bachelor s and master s degrees from California State University Long Beach Campus and the SPHR certification from the Society for Human Resource Management SHRM . She is a recipient of the American Society for Training and Development s Torch Award and the YWCA s Outstanding Business Woman Award. Her articles have appeared in HR Magazine Personnel Journal HR PC and the Proceedings of the American Society for Training and Development. She has served as a guest speaker at the Blue Cross Association Conference PIRA Los Angeles Compensation and Benefits Association Pepperdine University and the Women s Employment Options Conference. CHAPTER SIX GE Capital This case study describes a global high-impact leadership development intervention with real business impact that is achieved through a robust diagnostic and assessment process GE values the three lenses of leadership storytelling futuring uncovering peak performance systems thinking and follow-up forums and evaluation. OVERVIEW 162 BUSINESS CASE FOR LEADERSHIP DEVELOPMENT 162 GETTING STARTED 163 Figure Anchoring the Initiative 165 BUILDING THE OPERATING .