Steven Swientozielskyj

Business Partnering

A Practical Handbook

• Gebundenes Buch

Produktbeschreibung

In this book, business partnering expert Steven Swientozielskyj introduces a framework that provides a set of practical tools and techniques via a simple six stage model that can be replicated to take the practitioner from start to finish through strategic change, from the formation and agreement of the strategy to its delivery and sustainability. As the first book focused on this growing global demand, it is a one-stop shop for understanding this important phenomenon and as such will be vital reading for practitioners and academics in the business arena.

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Produktdetails

• Verlag: Routledge
• Seitenzahl: 254
• Erscheinungstermin: 1. April 2016
• Englisch
• Abmessung: 240mm x 161mm x 18mm
• Gewicht: 549g
• ISBN-13: 9781138907997
• ISBN-10: 1138907995
• Artikelnr.: 43750942

Autorenporträt

Steven Swientozielskyj BA (hons ), FCMA, MBA, CGMA, is an international speaker and expert on world class improvements relating to complex service and change issues.

Inhaltsangabe

1. Introduction 1.1 Introduction 1.2 Context and Scope 1.2.1 Preparation
stage 1.2.2 Engagement stage 1.2.3 Acceptance stage 1.2.4 Delivery stage
1.2.5 Change stage 1.2.6 Outcome stage 1.3 Historical and Current Context
1.3.1 The emergence of added value for partnering 1.3.2 The emergence of
specialization 1.3.3 The emergence of the 'business partner' in current
times 1.4 Definitions of Stakeholders and Business Partners 1.4.1
Stakeholder definition 1.4.2 Business partner definition 1.5 Functional
Perspectives 1.5.1 The Human Resources perspective 1.5.2 The Finance
perspective 1.5.3 The Procurement perspective 1.5.4 The Information
technology perspective 1.5.5 Summary 1.6 Why is Business Partnering
Important 1.6.1 Why is it important at an individual level 1.6.2 Why is it
important at a functional level 1.6.3 Why is it important at an enterprise
level 1.7 The Three Key Approaches: Control, service or advisory 1.7.1 The
advisory style for business partnering 1.7.2 The service style for business
partnering 1.7.3 The control style for business partnering 1.8 The
Paradigms and Paradoxes of the General Model 1.8.1 The paradigms for the
model 1.8.2 The paradoxes for the model 1.9 Summary 2. The Preparation
Stage 2.1 Self-learning and Responsibility 2.1.1 Knowledge 2.1.2 Skills
2.1.3 Competence 2.2 The Initial Induction Process 2.2.1 Line manager roles
and activities 2.2.2 Human Resources 2.3 Power of the Stakeholder 2.3.1
Expert power 2.3.2 Referent power 2.3.3 Information power 2.3.4 Legitimate
power 2.3.5 Reward power 2.3.6 Coercive power 2.4 Personal and Stakeholder
Team Assessments 2.4.1 Personal values and beliefs 2.4.2 Stakeholder team
assessments 2.5 The Different Styles of Business Partnering 2.5.1 The
regulator 2.5.2 The service provider 2.5.3 The change agent 2.5.4 The
business advisor 2.5.5 Advantages for different styles of business
partnering within an organization 2.5.6 Disadvantages for different styles
of business partnering within an organization 2.5.7 The merging of styles
2.6 Appraising the Culture of the Organization 2.7 The Initial
Organizational Situational Appraisal 2.7.1 PESTEL Model 2.7.2 The 5C model
2.8 Impact and Priority Matrix 2.9 Summary 3. The Engagement Stage 3.1
Setting Expectations for Models that can be Applied 3.2 Engagement Models
3.2.1 The contractual model 3.2.2 Service level agreements 3.2.3 The
objective setting model 3.2.4 Laissez faire model 3.3 Setting Expectations
3.3.1. The contractual model 3.3.2 The service model 3.3.3 The objective
setting model 3.3.4 Laissez faire model 3.4 The Softer Skills and
Expectations of Stakeholders 3.4.1 Expectations 3.4.2 The ethical impact
upon softer skills 3.5 Partnering from Within and Outside the Function
3.5.1 Internal and external stakeholders 3.5.2 The four primary placement
models for a business partner 3.5.3 The changing business environment 3.6
Profiles and Features that Impact Business Partnering 3.6.1 Profiles of
stakeholders that business partners may support 3.6.2 Features that impact
the placement of business partners 3.7 Power in Relation to Engagement 3.8
The Alignment of Team and Corporate Goals 3.8.1 The RACI model 3.8.2 The
PACSI model 3.8.3 Efficient and effective practice and their benefits 3.9
The Business Partnering Relationships within Matrix Frameworks 3.9.1 What
is Matrix management 3.9.2 Advantages and disadvantages 3.9.3 Improving
service delivery within a matrix framework 3.10 Summary 4. The Acceptance
Stage 4.1 The Causes and Types of Conflict 4.1.1 Definitions of conflict
4.1.2 Sources and causes of conflict 4.2 Personality Conflicts and
Resolving them 4.2.1 A context of conflict 4.2.2 Types of personal conflict
4.2.3 The assertive process 4.3 Management Models and Approaches to
Conflict 4.3.1 The initial approach to conflict 4.3.2 Approaches and
methods to deal with conflict 4.3.3 The transitions and resolutions of
conflict 4.4 The Nine-position Model of Acceptance 4.5 The Acceptance of
Different Thinking Styles 4.5.1 Negative thinking 4.5.2 Positive thinking
4.5.3 Different thinking styles 4.6 Acceptance of the Business Partner
4.6.1 Constraining negative traits in relation to acceptance 4.6.2 Enabling
positive traits for acceptance 4.7 The Integration of the Business Partner
to a Team 4.7.1 What are the team norms? 4.7.2 Establishment of Team/group
norms 4.7.3 The grid for the Group/Team development stages 4.8 The
Integration and Development of High Performing Team Members 4.8.1 The
features of building a high performing team 4.8.2 The internal
characteristic of high performing teams 4.9 The Integration of the
Stakeholder's Team with the Organization 4.10 Summary 5. The Delivery Stage
5.1 Business, Delivery and Operating Models 5.1.1 Overview of business,
operating and delivery models 5.1.2 Diagnostics for defining the model type
5.1.3 Case study 5.2 Type and Definitions of Delivery 5.3 Constraints and
Enablers for Delivery 5.3.1 Types of constraints 5.3.2 Constraints and
enablers of delivery 5.3.3 Summary 5.4 Overview of Support Methods 5.5 SWOT
5.5.1 An overview of the model 5.5.2 Delivery considerations for the
business partner 5.6 Risk Management 5.6.1 The drivers for risk management
5.6.2 Risk considerations for the business partner 5.7 4C Model 5.7.1 The
balance across the 4C model towards targets 5.7.2 Cash 5.7.3 Compliance
5.7.4 Customer service 5.7.5. Cycle time 5.7.6. The summary of the 4C
delivery model 5.7.7 Delivery considerations for the business partner 5.8
Key Performance Indicators (KPIs) 5.8.1 Outcomes 5.8.2 Delivery
considerations for the business partner 5.9 Budgets 5.9.1 The basic of
budgets 5.9.2 More complex budgeting processes 5.9.3 Delivery
considerations for the business partner 5.10 Functional Methods of
Delivering Outputs 5.10.1 Human Resources functional delivery examples
5.10.2 Procurement functional delivery examples 5.10.3 IT functional
delivery examples 5.10.4 Finance functional delivery examples 5.11 The
Distinction Between Delivery, Improve and Change 6. The Change Stage (Part
1 of 2) 6.1 Internal Versus External Pace of Change 6.2 What Causes Change
and Why Does it Occur? 6.2.1 Strategic drivers of change 6.2.2 Tactical
drivers of change 6.2.3 Operational drivers of change 6.3 Defining the
Scale of Change 6.4 Change Summary 6.5 Benchmarking 6.5.1 Introduction
6.5.2 Why benchmark 6.5.3 The steps in benchmarking 6.5.4 External
benchmarking 6.5.5 Internal company benchmarking 6.6 Balanced Scorecards
6.6.1 The functional perspective 6.6.2 The internal process perspective
6.6.3 The customer perspective 6.6.4 The learning and growth perspective
6.7 Technology Implementations 6.7.1 Business analysis 6.7.2 Business
intelligence 6.7.3 Big data 6.7.4 Analytics 6.7.5 Case study 6.8 Project
Management Planning 6.8.1 The basics of project planning 6.8.2 The project
charter 6.8.3 Contents of a project plan 6.8.4 Gantt charts 6.8.5
Monitoring the plan 6.8.6 Closing out the project 6. The Change Stage (Part
2.2) 6.9 Types of Resistance to Change 6.9.1 Strategies in dealing with
change at an individual level 6.10 The Enablers to Change 6.10.1 Managing
expectations for change 6.10.2 How quickly will change be adopted 6.10.3
What are the key attributes and elements for change 6.11 Business Process
Engineering 6.11.1 Inputs 6.11.2 Process 6.11.3 Outputs 6.11.4 Feedback
Loops 6.11.5 Methods of improvement 6.12 Six Sigma and Lean Tools 6.12.1
What is Six Sigma 6.12.2 Key defined roles for six sigma 6.12.3 Summary for
six sigma 6.12.4 Summary of the chapter 7. The Outcome Stage 7.1
Organizational Outcomes 7.2 Stakeholder Outcomes 7.3 Team Outcomes 7.4
Rewards 7.4.1Job satisfaction 7.4.2 Job enrichment 7.4.3 Job Enlargement
7.4.4 Increased motivation 7.5 Personal Development 7.6 Trust 7.6.1 The
development of trust 7.6.2 Value 7.6.3 Predictability 7.6.4 Reciprocity
7.6.5 Vulnerability 7.7 Ethics 7.7.1 Fundamental principles 7.7.2 Threats,
risks, and case study 7.8 Set up of a Business Partnering Programme 7.8.1
Models for establishing business-partnering programs 7.8.2 Proactive
planned business-partnering programs 7.8.3 Concluding perspectives 7.9
Governance 7.9.1 Functional business partnering 7.9.2 Intra organizational
business partnering 7.9.3 Inter- organizational 7.9.4 Additional features
7.10 Lessons Learned 7.11 Summary 8. The Final Recap 8.1 The Final Recap
8.2 Summary Points and Propositions by Chapter 8.2.1 Introduction 8.2.2
Prepare 8.2.3 Engage 8.2.4 Acceptance 8.2.5 Delivery 8.2.6 Change 8.2.7
Outcome 8.3 How to Become an Efficient and Effective Business Partner 8.4
Final Quote