Welcome to the October issue of the Performance Improvement journal (PIJ). This issue of the journal is the final issue co-edited by Darlene Van Tiem and James Moseley, and it reflects upon the seeds of ideas that will result in future talent and plentiful growth. This issue offers thoughts of nourishment in the form of knowledge-building articles written by William Roth, Donald Dinero, Balkrishna Narkhede, Rakesh Baut, Bhushan Patil, Subhash Mahajan, and Alan Clardy. Find a comfortable spot to get cozy in and start watering these seeds of knowledge; let them flourish into fruitful ideas that will keep going and further develop your own process of thinking.

Who Makes the Most Productive Executive?

William F. Roth PhD

This article compares two attitudes upper-level managers can demonstrate when they assume a new position. It uses Marissa Mayer of Yahoo! and Pat Carrigan of General Motors as examples. The first attitude is “Letting you know that I am in charge.” The second is “You need to help me figure things out.” The article relates these styles to left-brain and right-brain dominance and traces the historical shift from the first of these to the second in the workplace.

Spanning the Functional Divide
Donald A. Dinero

Improvement can fall into two main categories: technical based or people based. Consequently, improvement practitioners usually have specialized in one of these groups. They focus on either processes and products using what could be termed “hard or technical skills” (Lean Thinking, Six Sigma) or they focus on human behavior, using what could be termed “soft skills” (OD, HR Development). However, both skills are required to implement and sustain improvements.

Performance Improvement in Small and Medium-Sized Enterprises Due to Information Systems Implementation
Balkrishna E. Narkhede, Rakesh D. Raut, Bhushan T. Patil and Subhash K. Mahajan

The importance of integrated information systems in large firms is widely accepted by academicians and practitioners. The need for information systems adoption has been proved beyond a doubt for large firms. Small and medium-sized enterprises can also improve their performance by implementing modern information systems. This case study analyzes the benefits of information systems implementation by comparatively highlighting the performance of three small and medium-sized enterprises with varied extent and nature of information systems in them.

Improve the Process for Managing Change
Alan Clardy

Even though the skills needed today for managing change are as critical as those for managing performance routines, there is no generic model or game plan for managing change. The IMPROVE model for managing change attempts to remedy that situation by identifying the seven functional requisites for effective change management: increasing organizational readiness for change, management approval, preparing leaders, raising employee motivation for change, operationalizing change interventions, validating the change process, and embedding change into the organization. Methods and techniques for satisfying these functional requisites are provided. By following this overall process, the chances for successful and efficient organizational change are increased.

Book Review: Designing Business Training for Fun and Results
Kristen Carlson

Susan Otto’s book, Designing Business Training for Fun and Results, highlights the design and development portions of the ADDIE instructional design model. Through situations, scenarios, and learner activities, Otto is able to give readers the opportunity to gain knowledge and experience about best practices. The book is written to engage readers while providing new activities and course techniques that can be implemented immediately. Designing Business Training for Fun and Results (2012; ISBN: 978-468149968; $18.00) is published by CreateSpace Independent Publishing Platform.

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