Change management and organizational development:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles
SAGE
2018
|
| Schriftenreihe: | SAGE texts
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | xxxii, 467, S-3, I-4 Seiten |
| ISBN: | 9789352806881 |
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| 650 | 4 | |a Management | |
| 650 | 4 | |a Communication in management | |
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Datensatz im Suchindex
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| adam_text | CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
/ RAINA, RATANYYEAUTHOR
: 2018
TABLE OF CONTENTS / INHALTSVERZEICHNIS
: OVERVIEW OF ORGANIZATIONAL CHANGE
ORGANIZATIONAL CHANGE: AN OVERVIEW
MODELS OF CHANGE
LEADING AND MANAGING OF CHANGE
RESISTANCE TO CHANGE
OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
ORGANIZATIONAL DEVELOPMENT
ORGANIZATIONAL DIAGNOSIS : A MANAGEMENT TOOL FOR CHANGE
OD INTERVENTION
ROLE OF CHANGE LEADERS AND CHANGE AGENTS FOR MANAGING CHANGE
HUMAN PROCESS INTERVENTION
TEAM BUILDING
PERFORMANCE MANAGEMENT: AN INTERVENTION TOOL FOR ORGANIZATIONAL GROWTH
ROLE OF COMMUNICATION IN MANAGING CHANGE
HUMAN RESOURCE MANAGEMENT INTERVENTION
MANAGING POWER, POLITICS AND CONFLICT DURING THE PROCESS OF CHANGE
MANAGING STRESS DURING ORGANIZATIONAL CHANGE
TECHNOSTRUCTURE INTERVENTION
ORGANIZATIONAL STRUCTURE AND CHANGE
CHANGE THROUGH QUALITY MANAGEMENT TECHNIQUES
STRATEGIC INTERVENTION
ORGANIZATIONAL GROWTH THROUGH MERGER AND ACQUISITION
CHANGE MANAGEMENT AND ORGANIZATIONAL CULTURE
RECENT TRENDS IN ORGANIZATIONAL DEVELOPMENT
ORGANIZATIONAL HEALTH SURVEY
KNOWLEDGE MANAGEMENT
ROLE OF ORGANIZATIONAL DEVELOPMENT IN FUTURE BUSINESS ENVIRONMENT
CASE STUDIES
CASE STUDY METHOD OF TEACHING
INDEX
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
Brief Contents
Ust of Tables xvii
List of Figures xxi
Ust of Exhibits xxv
Preface xxvii
Acknowledgements xxiiii
About the Author XXXV
PART 1 OVERVIEW OF ORGANIZATIONAL CHANGE
CHAPTER 1 Organizational Change: An Overview 3
CHAPTER 2 Models of Change 25
CHAPTER 3 Leading and Managing of Change 60
CHAPTER 4 Resistance to Change 82
PART 2 OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
CHAPTER 5 Organizational Development 103
CHAPTER 6 Organizational Diagnosis: A Management Tool for Change 120
CHAPTER 7 OD Intervention 140
CHAPTER 8 Role of Change Leaders and Change Agents for Managing Change 160
PART 3 HUMAN PROCESS INTERVENTION
CHAPTER 9 Team-building 181
CHAPTER 10 Performance Management: An Intervention Tool for Organizational Growth 198
CHAPTER 11 Role of Communication in Managing Change 222
vi i i
CHANCE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
PART 4 HUMAN RESOURCE MANAGEMENT INTERVENTION
CHAPTER 12 Management of Power, Politics and Conflict During the Process of Change 241
CHAPTER 13 Managing Stress During Organizational Change 264
PARTS TECHNOSTRUCTURAL INTERVENTION
CHAPTER 14 Organizational Structure and Change 287
CHAPTER 15 Change Through Quality Management Techniques 305
PART 6 STRATEGIC INTERVENTION
CHAPTER 16 Organizational Growth Through Merger and Acquisition 329
CHAPTER 17 Change Management and Organizational Culture 353
PART 7 LATEST TRENDS IN ORGANIZATIONAL DEVELOPMENT
CHAPTER 18 Organizational Health Survey 373
CHAPTER 19 Knowledge Management 393
CHAPTER 20 Role of Organizational Development in Future Business Environment 414
PART 8 CASE STUDIES
CHAPTER 21 Case Study Method of Teaching 431
Solutions to Objective Questions S—1
Index I—1
Detailed Contents
List of Tables
List of Figures
List of Exhibits
Prtface
About the Author
xvii
xxi
XXV
xxvii
xxxiii
XXXV
PART 1 OVERVIEW OF ORGANIZATIONAL CHANGE
CHAPTER 1 Organizational Change: An Overview 3
Introduction 3
Aim of Organizational Change 4
Importance of Managing Change 4
The Present Business Environment 7
Change Levers: Forces Pressurizing for Change 9
An Introduction to Types of Changes 10
Theories of Organizational Change 13
The Teleological Motor Theory 16
Organizational Agility: A Key to the Organizational Growth 16
Summary 18
CHAPTER 2 Models of Change 25
Introduction 25
Kurt Lewin’s Three-step Model (1950-1952) 26
Six-box Model of Marvin Weisbord 29
The McKinsey 7-S Model 31
Huse’s Model of Planned Organizational Change 32
Action Research Model 33
David Nadler and Michael Tushman Model 36
Porras and Silvers Model (1991) 37
The Burke-Litwin Causal Model 39
John Kotter’s Eight-step Theory 41
Organizational Intelligence Model (2004) 44
Managing Change with ADKAR Model 45
X
CHANCE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
Integrated Model of Change 47
Comparison and Critical Analysis of Change Models 50
Summary 51
CHAPTER 3 Leading and Managing of Change 60
Introduction ^ V 60
An Integrated Approach to Organizational Change 61
Change Strategies 65
Factors Influencing in Selecting a Change Strategy 69
Response of Employees to Change 70
Process of Planned Change 73
Steps of Planned Change 74
Summary 77
CHAPTER 4 Resistance to Change 82
Introduction 82
What Is Resistance to Change? 83
Why Employees Resist Change? ^ 83
Reason for Resistance at Individual Level 85
Reason for Resistance at Organizational Level 87
Resistance Due to Emotional Reasons 89
Value of Resistance 89
Ways of Managing Resistance to Change 90
Summary 94
PART 2 OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
CHAPTER 5 Organizational Development 103
Introduction 103
Evolution of OD 104
OD in India 106
What Is OD? * ■ 106
Recent Trends in OD 108
Objectives of OD Programme 109
OD Activities 110
Values, Beliefs and Assumptions of OD 111
Process of OD 112
Summary 115
CHAPTER 6 Organizational Diagnosis; A Management Tool for Change 120
Introduction 120
What Is the Organizational Diagnosis? 121
Role and Responsibility at Various Levels During Organizational Diagnosis 121
Detailed Contents xi
Process and Stages of Organizational Diagnosis 124
Levels of Organizational Diagnosis 128
Organizational Factors to Be Covered During Diagnosis 134
Summary 136
t
CHAPTER 7 OD Intervention 140
Introduction 140
Meaning and Criteria of Effective Interventions 141
The Purpose for Interventions ‘ 142
Types of Interventions 143
Types of LGIs •» 147
Differences Between LGIs and Traditional Change Models 148
Advantages and Usefulness of LGIs 150
Intervention Strategy of Downsizing 150
Summary 153
CHAPTER 8 Role of Change Leaders and Change Agents for Managing Changé 160
Introduction 160
Role of a Change Leader in Changing Business Environment 161
What Makes a Person Successful Change Leader? 161
Competencies of an Organizational Change Leader 165
Change Agent 167
Summary 175
PART 3 HUMAN PROCESS INTERVENTION
t • ( ’
CHAPTER 9 Team-building 181
Introduction 181
What Is a Team? 182
Difference Between a Team and a Group 183
Types of Teams 185
Tuckman’s Model: Five Stages of Team-building 187
Process to Promote Team-building 190
Employee Development Programmes and Their Implementation 191
12 CS for Team-building Activities 192
Summary 194
CHAPTER 10 Performance Management: An Intervention Tool for Organizational Growth 198
Introduction 198
What Is Performance Management? 199
Objectives and Uses of PA System 199
A Process of Performance Management System 201
Methods of PA 203
Xii CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
Uses of PA System 209
Designing of a PA Format and Its Components 209
Process of PA 211
Roles of Reporting Officers and HR Department 212
Conducting the Appraisal Interview 215
Differences Between Performance Management and PA 217
Summary 218
CHAPTER 11 Role of Communication in Managing Change 222
Introduction 222
Importance of Communication in Managing Organizational Change 223
Guiding Principles of Communication for Managing Change 224
Communication Strategy for Implementing Change 225
The Role of Leaders for Managing Change Through Effective Communication Strategy . 230
Summary 233
PART 4 HUMAN RESOURCE MANAGEMENT INTERVENTION
CHAPTER 12 Management of Power, Politics and Conflict During the Process of Change 241
Introduction 241
The Meaning of Power and Its Sources 242
Sources of Power 243
Bases of Power 243
Relationship Between Authority, Power and Influence 244
Organizational Politics and How People Grab It? 246
Change Leader’s Role in Managing Politics During the Process of Organizational Change 247
Conflict During Organizational Change and Its Management 249
Types of Conflicts 250
Impact of Conflict 252
Effects of Conflicts 253
Causes of Conflict 253
Conflict Management 254
Third-party Intervention 257
Summary 258
CHAPTER 13 Managing Stress During Organizational Change 264
Introduction 264
What Is Stress? 265
... # t * *
Sources of Stress at Workplace 1 266
Characteristics of Present Changing Business Environment and Stress 266
Symptoms of Stress 272
Causes of Stress During Organizational Change 274
Coping Strategies to Manage Stress During the Organizational Change 275
Summary 279
Detailed Contents xiii
PART 5 TECHNOSTRUCTURAL INTERVENTION
CHAPTER 14 Organizational Structure and Change 287
Introduction 287
What Is an Organizational Structure? 288
The Basic Elements and Characteristics of Organizational Structure 288
Reasons for Redesigning Organizational Structure 291
Types of the Organizational Structure and Their Advantages and Disadvantages 293
Boundaryless Organization 299
Learning Organizations 300
Summary 301
CHAPTER 15 Change Through Quality Management Techniques 305
Introduction 305
Historical Background and Evaluation of Quality Movement 306
Meaning of Quality 307
Contribution of Quality Management Concepts for Achieving Business Excellence 308
TQM and Its History 312
The Philosophy of TQM 314
Basic Principles of TQM 316
Quality Award Models and Their Impact on the Growth of an Organization 317
Summary 321
PART 6 STRATEGIC INTERVENTION
CHAPTER 16 Organizational Growth Through Merger and Acquisition 329
Introduction 329
Global Trend of M A 330
M A in India 332
Purpose and Types of M A 333
Acquisition 335
Difference Between Merger and Acquisition 337
Motives of M A 337
M A Strategy and Process 338
Reasons for Success and Failure of M A 343
What Is Due Diligence? 346
Summary . 346
CHAPTER 17 Change Management and Organizational Culture 353
Introduction 353
What Is Organizational Culture and Factors Influencing It? 354
Work Culture and Its Types 355
Advantages of Positive Organizational Work Culture 357
xiv
CHANCE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
Ways of Developing an Appropriate Organizational Work Culture 358
Strategies for Managing Cultural Diversity During M A 362
Summary 365
PART 7 LATEST TRENDS IN ORGANIZATIONAL DEVELOPMENT
CHAPTER 18 Organizational Health Survey 373
Introduction 373
What Is Organizational Health? 374
Purpose of Survey Feedback 376
Aims of OHS 377
Designing of Questionnaire for the Survey 379
Importance of OHS for the Growth of an Organization 385
Summary 386
CHAPTER 19 Knowledge Management 393
Introduction 393
Knowledge Management and Its Objectives 394
Characteristics of Knowledge Management 396
Historical Background of Knowledge Management 396
The Need and Importance of Knowledge Management 398
Types of Knowledge 400
Process of Implementing Knowledge Management 401
Guiding Principles for Planning of Knowledge Management 404
Reasons for Success and Failure of Knowledge Management 405
Problems Related to Management of Knowledge 407
Summary 409
CHAPTER 20 Role of Organizational Development in Future Business Envirorunent 414
Introduction 414
likely Future Global Business Environment 415
Economic Interdependence for Mutual Growth 416
Energy: The Key Enabler to Economic Growth , 417
Changing Business Environment and Future Directions in OD 419
Role of Intercultural Communication in Cross-cultural Diversity 422
Summary 426
PART 8 CA^E STUDIES
CHAPTER 21 Case Study Method of Teaching 431
Introduction 431
Part I: Case Study Methodology 431
What Is a Case Study? 431
Case Study Discussion in the Classroom 432
Detailed Contents
xv
Part 11: Case Studies 432
Case 1: Hindalco-Novelis Acquisition Creating an Aluminium Global Giant 433
Case 2: Internal Change Agent: How Students Are Making a Difference to Teaching and
Learning at the University of Nottingham, UK 449
Case 3: GE’s Two-decade Transformation under the Leadership of Jack Welch 454
Case 4: The Quest for Excellence: A Case Study of TQM Practice in Tata Steel 459
Part III: Recommended Case Studies for Class Discussion 466
Solutions to Objective Questions S-l
Index 1-1
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