Archive For January 14, 2015
Books and Articles
Books & Articles:
1. “Building Flexible Organizations: A People-Centered Approach. “ Kendall/Hunt Publishing Co., Dubuque, Iowa, 1996.
CONTRIBUTIONS TO EDITED WORKS
2. “Weaving Organizational Behavior: Rich and Complex Tapestries of Organization Design. “ International Conference on Advances in Management, edited by Allan H. Church, W. Warner Burkes Associates, 1999 (co-authors Connally, Harrington, Lopez).
3. “Organizational Behavior: Tapestries of Design. “International Conference onAdvances in Management, edited by Allan H. Church, W. Warner Burkes Associates, 1997., (co-authors Dr. Thomas Harrington, Dr. David Lopez).
4. “Organizational Impact of Technology and Change.”Handbook of IS Management, edited by Robert E. Umbaugh, Auerbach Publications, New York, 1996 (co-author K. P. Prager).
5. “Technology and Change: The Organizational Impact.”Handbook of IS Management, edited by Robert E. Umbaugh, Auerbach Publications, New York, 1995 (co-author K. P. Prager).
6. “Ethical Considerations for Strategy and Change. “Handbook of Business Strategy, Faulkner & Gray, New York, October 1994 (co-authors Connaly, Prager)
7. “Changing People, Changing Organizations.” “Achieving Organization Success Through Innovative Human Resource Strategies, edited by Charles H. Fay, Karl F. Price, and Richard J. Niehaus, Human Resource Planning Society, New York, 1994 (co-authors L. J. Kroeger and K. P. Prager).
8. “Managing Transitions by Managing the Informal Organization.” Human Resource Strategies For Organizations In Transition, edited by Richard J. Niehaus and Karl F. Price, Plenum Publishing
9. “Coaching Across Genders.” Diversity, MediaTec Publishing Co., November 2012. (co-author Mary Lippitt).
10. “High Performance Organizations: Finding the Elements of Excellence.” People and Strategy, The Human Resource Planning Society Journal, Vol. 31.1, 2008 (co-authors Jamrog, Vickers, Morrison).
11. “Strategic Commentary: Metrics – Contextual Thinking is Essential.”Strategic HR Review, 2006: (co-author Jay Jamrog).
12. “Strategic Commentary: The Future of HR Metrics.” Strategic HR Review, 2005: Volume 5, Issue 1, (co-author Jay Jamrog).
13. “Managing Strategic, Cultural and HRM Alignment to Maximize Customer Satisfaction and Retention.”Journal of the Human Resource Planning Society, 2002, Volume 25.2 (co-author Elena Granell).
14. “The Strands That Connect: An Empirical Assessment of How Organizational Design Links Employees to the Organization.” Human Resource Planning, Vol. 23.2, 2000 (co-authors Connally, Harrington, Lopez).
15. “An Empirical Assessment of the Interdependent Relationship between Organizational Culture and Employee Culture.” Human Resource Planning, 1999 (co-authors Connally, Harrington, Lopez)
16. “Using Leadership Discipline to Maintain Organizational Balance and Employee Satisfaction.” Corporate Controller, Warren Gorham Lamont Publications, New York, December, 1997
17. “The Value of Middle Managers. “ Corporate Controller, Warren Gorham Lamont Publications, New York, Vol. 10, No. 5, March/April, 1997.
18. “Flexible Organizations: Using Organizational Design as a Competitive Advantage.” Organizational Dynamics, 1997, Volume 20.1.
19. “Getting Down and Dirty: Organizational Design as a Competitive Advantage.” The Small Business Controller, Warren Gorham Lamont Publications, New York, Fall, 1996.
20. “How to Create a Changed Organization: Successful Implementations.” Information Systems Management, Auerbach Publications, New York, Summer, 1994. (co-author K. P. Prager).
21. “Change Management: A People Centered Approach.” Small Business Controller, Warren Gorham Lamont, New York, 1994.
22. “TQM: A Fading Fad or Misunderstood Tool?” The Small Business Controller, Warren Gorham Lamont, New York, Spring, 1994 (co-author L. J. Kroeger).
23. “Change Strategies.” Executive Excellence,Excellence Publishing, Provo, UT, Vol. 10, No. 6, June, 1993, pp. 15-16.
24. “Retaining the Survivors of Downsizing.” Human Resources Professional, Faulkner & Gray, New York, Winter, 1993. (co-author L. J. Kroeger).
25.“The Future of Organizational Change.” The Small Business Controller, Warren Gorham Lamont Publications, New York, Fall, 1993.
26. “Facilitators as Devil’s Advocates.” Training, Lakewood Publications, Minneapolis, MN, September, 1993. (co-authors L. J. Kroeger and K. P. Prager).
27. “Controllers’ Options: Dealing With Diminishing Sources” Small Business Controller, Warren Gorham Lamont, New York, Fall 1993 (co-author L. J. Kroeger).
28. Two Analyses That Will Help You Do More with Less. “ Corporate Controller, Faulkner & Gray, New York, March/April, 1993. (co-author L. J. Kroeger).
29. “Implementing Change Internally. “ Planning Strategies Newsletter, September/October 1992. (co-author L. J. Kroeger).
30. “Managing Transitions. “Executive Excellence, Executive Excellence Publishing, Provo, UT, Vol. 9, No. 6, June, 1992, pp. 12-13.
31. “Rebuilding After Downsizing. “ Executive Excellence, Executive Excellence Publishing, Provo, UT, Vol. 8, No. 5, May, 1991, p. 12.
32. “Games Employees Play. “ Executive Excellence, Executive Excellence Publishing, Provo, UT, Vol. 7, No. 7, July 1990, pp. 9-10.
33. “The Evolutionary Road of Consulting. “Journal of Management Consulting, Institute of Management Consultants, New York, Vol. 5, No. 1, 1989.
34. “Participative-Process Consulting: The Hard and Soft Of It. “Journal of Management Consulting, Institute of Management Consultants, New York, Vol, 4, No. 3, 1988. (co-author W. Altier)
35. “Vision & Values by Any Other Name.”
36 “Making the Most of Your Resources. “OR Nurse, August, 1983.
37. “Fitness Exercise: Ensuring Teamwork for Your Sales Staff. “Transport Topics, May, 1983.
38. “Are Quality Circles Right For Your Company. “Personnel Journal, November, 1982. (co-author A. R. Ambler).
39. “Changing Systems. “Delaware Valley Business, 1981. (co-author A. R. Ambler).
40. “Tactical Options for Breaking up Faulty Communication. “Management Review, American Management Association, July, 1983. (co-author A. R. Ambler).
41. “The Keys to Strategy Execution.” Human Resource Institute, University of Tampa, 2007, (co-authors Jamrog, Dennis, Bear, Lee, Vickers, Williams).
42. “State-of-the Art Strategy Execution.” Strategic HR Review, Human Resource Institute(co-authors Jay Jamrog, Mark Vickers, 2006
43. “Strategic Commentary: The Future of HR Metrics.”Strategic HR Review, 2005: Volume 5, Issue 1, (co-author Jay Jamrog).
44. “Measuring Organizational Effectiveness.”Canadian Management Centre Special Report, Human Resource Institute, 2005 (co-author Jay J. Jamrog)
45. “Customer-Focus in US Companies: Managing Strategic and Cultural Alignment to Maximize Customer Satisfaction” Human Resource Planning Society, New York, 2002 (co-autho Elena Granell).
46.“Quantum Change at Light Speed.” The Human Resource Planning Society, 2001 (co-authors J. Stewart Black, Hal B. Gregersen, Robert Jensen).
47. “New Perspectives in Assessing Organizational Flexibility and Change.”American Psychological Association Symposium, August, 1997.
48. “Feeding the Strategic Partnering Mind: The Impact of Organizational Design on Behavior.”Human Resource Planning Society’s Research Symposium Proceedings, New York, 1997, (co-authors Harrington, Lopez).
Riverton Management Consulting Group…
Riverton Management Consulting Group uses a People Centered™ approach in leading organizational transformations, implementing strategic initiatives, managing turn-arounds, enterprise wide and large IT systems and rapid growth. We have the proprietary tools and knowledge to help executives actively engage employees in designing and implementing change, creating a work force that embraces a shared, high performance future.
We have over thirty-five years of experience in creating a process that makes management and employees co-developers of the organization’s future. We use a roll out process that engages all in thinking through and understanding what are the deep drivers of the organization and how these drivers impact performance and engagement. We have developed this approach by combining our extensive experience with almost twenty years of research in identifying the drivers of change.
We have built our firm on the belief that employees and management have the intellectual and emotional capability to design organizational change that benefits everyone while increasing performance. Our job is to develop organizational self awareness at all levels to create mutual respect between management and employees.
DR. MILES H. OVERHOLT
Dr. Miles H. Overholt is the Principal of Riverton Management Consulting Group. He has over 35 years of consulting and research expertise in strategy execution and organizational design, as well as in guiding change for organizations, teams, and individuals.
He is the team leader and co-developer or Measuring the Alignment of People and Processes© (MAPP) which assesses organizational alignment and identifies an organization’s DNA.
He is the author of Building Flexible Organizations: A People Centered Approach, a book and concept ahead of its time in describing how employees and organizations fit to create high performance. He also has authored numerous articles and white papers on topics such as: strategy execution, high performing organizations and teams, leading change in organizations, teams and individuals.
Miles is a practicing family therapist who incorporates the sophisticated systems approach of Traditional Chinese Medicine and native American healing into his work with patients.
As a consultant, he leads companies, groups, and individuals through self discovery, organizational redesign and guided change. As a coach, his ability to integrate professional development with personal growth, personal growth with team development and team development with strategic change, enables him to develop the individual executive and impact the organization’s strategy execution.
Dr. Overholt’s extensive experience includes:
- Developing statistically valid and reliable strategy and organizational behavior instruments.
- Building and leading teams and groups to high performance.
- Developing people by identifying and building on their strengths, expanding their perspectives and using their skills to sustain their change.
- Twenty years experience in platform speaking.
- Designing, developing, and leading workshops on strategy execution, leadership and management skills.
He is has been active in a number of professional organizations. His undergraduate degree is from Lafayette College and he earned his doctorate at the University of Pennsylvania.
Alan Severance has joined Riverton Management Consulting Group as senior operations/ manufacturing expert. He has a successful track record of innovative and cost-effective solutions to business problems. Due to his strong leadership skills and experience, he has led cross-functional teams to accomplish continuous improvement of processes and product.
His experience includes leading several transformative initiatives to support market changes, integrating Sales and Operations Planning processes to ensure a consistent company-wide approach to business planning and leading successful turnarounds in manufacturing operations. Consequently, he is skilled in structuring organizations to effectively address current and future market requirements, as well as recruiting, training, and leading multi-disciplinary professionals to deliver high value returns on investment.
Alan’s projects have helped companies improve productivity and reduce cost through the application of people-centered approaches to LEAN Manufacturing. He also has developed opportunities and career paths to advance management and workforce, and has created succession plans and programs for professional development.
Manufacturing solutions are key to successful growth and stability to manufacturing companies. The global economy revolves around the stability of the manufacturing sectors and Alan knows and has researched methods that create a vibrant and stable manufacturing business.
Alan received his MBA in Organization and Management from Temple University, Philadelphia, PA.
Good virtual teams are built on skills and knowledge, not just technology. High-performing virtual teams require highly skilled leaders and team members working to achieve common goals. The material in this presentation is based on a recently completed (January 2014) global survey of best practices in virtual team leadership by Dr. Overholt and his partners. Applying tried-and-true leadership practices that work in co-located groups simply does not produce the results that are needed to increase productivity and reduce the fatigue of virtual workers. Leaders must balance an increased need for building and managing relationships with the obligations to manage technology and achieve critical goals. This workshop provides the keys to getting needed balance.
“Epigenetics: What is it and Why it is the Future of Strategy Execution”
- How organizations transform their deep rooted historical patterns.
“Organizational Self-Awareness: A Thinking Executives Approach to Strategy Execution”
- How to rise above the maddening crisis mentality and take control of your organization’s future.
“How to Ensure Executive Fit with Your Organization”
- How to align an individual’s management DNA with Organizational DNA.
“The Many, Many Ways to Screw-Up Organizational Transformation and Their Antidotes”
- Why organizations fail so often at change and how to avoid the pitfalls.
“How to Harness Your Worse Critics to Create Lasting Change”
- And why you need the critics more than consultants.
“Strategic Action: Aligning Your Organization’s DNA for Maximum Performance”
- Do you know your organization’s DNA? Does your executive team have organizational self-awareness? Learn how to improve your organization’s performance to the next level by aligning your company’s operations with its DNA. Understanding your organization’s DNA is crucial in our era of uncertainty, complexity and ambiguity. In this environment, leadership must make rapid, accurate changes with little initial information.
- A critical component of Conscious Capitalism is self-awareness at multiple levels: as an individual, as a team and as an organization. Individual self-awareness enables us to understand and anticipate our impact on others. Team self-awareness enables us to understand our impact on each other and the broader organization.
- Organizational self-awareness enables executive teams to anticipate and manage its impact on others and the environment while driving for profitability and creating leverage in markets.
- Understanding your organization’s DNA is critical to becoming a self-aware aware organization. Organizational DNA is the basic building block which combines and recombines over time to create the current organization. Organizational self-awareness is achieved by understanding what your organizations’ capabilities and capacities are by understanding its DNA.
- What are the critical attributes of executing a strategy? What distinguishes great organizations from their competitors? What must companies do to execute different strategies in different markets? Why do acquisitions and mergers fail? Why being consistently great is so difficult.
- How organizations change their deep rooted historical patterns to transform
MANUFACTURING WORKSHOPS — AL SEVERANCE
Basic Training for Supervisors Workshop (Managers, Supervisors, newly-appointed Supervisors, and in-house supervisory Candidates) Provides instruction, discussion and role-play with the building blocks of: definitions, roles and responsibilities, communication, motivation, time and task management, and problem solving. Can be used as a one-day workshop, but is better as a series of multi-week one and a half to two hour sessions.
Basic Communication Workshop (Managers, Supervisors and Team Leaders)
- Teaching leaders to be better communicators through practice and role play. Includes all Special Communications segments
Special Communications: Active Listening (Managers, Supervisors and Team Leaders)
- Used as part of the Basic Communication workshop or a stand-alone session to hone skills
Special Communications: Coaching (Managers and Supervisors)
- Used as part of the Basic Communication workshop or a stand-alone session to hone skills
Special Communications: Disciplining (Managers and Supervisors)
- Used as part of the Basic Communication workshop or a stand-alone session to hone skills
Problem Solving: (Managers, Supervisors and Professional Staff)
- One day Workshop – Power Point presentation of steps in the problem solving process followed by facilitation of a complex or multi-function problem. Can be repeated with two-hour or half day sessions to follow up and reinforce learning
Facilitator Training Workshop (Mangers, Supervisors, Continuous Improvement Team Leaders)
- Multi-day, multi-topic training workshop; includes meeting management and listening skills, communication skills, time management, and conducting problem-solving sessions for teams and multi-functional committees.
Time Management (Supervisors, Managers and Professional Staff)
- Includes meeting management skills
Owners’ Manual for Lean Manufacturing (Owners, Executives, Managers)
- Introductory session for those who want an understanding of Lean
Getting Started in Lean Manufacturing Workshop (Supervisors, Managers, team leaders, line leaders, and team members)
- Provide an overview of Lean practices and training in creating a Lean plan for the client. Includes follow up sessions with steering committee and individual teams as required.
5S Workshop (Supervisors, Managers, Team Members)
- Power Point presentation followed by a walk through the shop with red tape and red tags; reconvene to list next steps for the group, with time table and assignments. Follow-up visit and walk-through to assess progress and reinforce learning.
Safety Management Workshop (Supervisors, Managers, Safety Committees)
- Setting up a workable process for successful Safety Committees
Sales and Operations Planning (Executives, Managers)
- Overview of Sales and Operations Planning
Sales and Operations Planning Workshop (Executives, Managers, Planners)
- How to create the Plan for your manufacturing company
Riverton Management Consultant Group Services
- Highly experienced cultural transformation specialists.Work led and done by experienced consultants who can implement and teach concurrently.
- Consultants who know how to team and partner with you and help with high risk, high reward integration, and/or change initiatives.
- Consultants who are experts in working with people and in creating performance.
- Experts who have conducted their own proprietary research to identify optimal ways to assess and improve performance.
- Consultants who work with only a few organizations so that their focus is on you.
- Consultants who understand how individuals, teams, and functions all fit together.
Based on thirty five years experience in leading strategy execution and change management efforts in many different industries, we partner with your executives to design, develop, manage, and measure small and large efforts to increase your company’s performance.
Our services are listed below:
We guide executive teams in developing:
- Strategy Execution Implementation Plans
- Strategic Transformations
- Strategic Initiatives Project
- Culture Change
We help executives to: Understand the impact of their decisions on their employees and help their employees understand how to become engaged in building the organization.
We guide executives in developing:
- Strategically Aligned Executives Teams
- Horizontal Functional Teams
- Performance Improvement Initiatives
Performance Improvement guide executive teams to:
- Identify Root Cause Performance Blockages
- Identify Strategic and Tactical Interventions to Improve
- Track the Impact of Interventions and Make On-going Adjustments
As strategy execution experts, we offer highly focused coaching that helps your executives and key people re-align with the organization. We offer concise, business language assessments and summaries that discuss the individual’s performance within the context of what your company needs to achieve. We guide executives in developing:
- Strategic Leadership Ability
- Global Leadership Ability
- Performance Management Ability
- Professional Growth for Leadership
We guide executives to:
- Find and eliminate waste in every part of the organization
- Learn the tools to create and sustain the best practice of waste reduction
- Structure teams to effect the changes
Based on extensive research, we have developed a set of organizational assessment tools that measure strategic risk:
- Strategic Planning
- SBU Performance Assessment
- SBU Enterprise Risk Assessment
- SBU and Functional Initiative Impact Assessment
- Function and Department Performance and Alignment Assessment
- Senior, Functional, Cross-Functional and other type of team alignment
Pulling from a wide range of experts and our own research and experience, we have a variety of workshops that engage your leaders and employees in understanding how to change organization and individual behavior to improve performance. Our workshops are:
- Customized to your organization
- Highly interactive
- Focus on reality