Fundamentals of Organisation Development and Change Management:
Business as usual' is not a sustainable strategy in the 21st-century workplace. Organisations have to adapt in order to thrive in the contexts of a transforming South Africa and increasing exposure to the global economy. South African and African organisations need interventions based on intern...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cape Town
Juta & Company, Limited
2021
|
| Ausgabe: | 2nd ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Zusammenfassung: | Business as usual' is not a sustainable strategy in the 21st-century workplace. Organisations have to adapt in order to thrive in the contexts of a transforming South Africa and increasing exposure to the global economy. South African and African organisations need interventions based on international knowledge and best practices but supplemented with African research and application |
| Beschreibung: | 1 Online-Ressource (391 Seiten) |
| ISBN: | 9781485131090 9781485131083 |
Internformat
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| 245 | 1 | 0 | |a Fundamentals of Organisation Development and Change Management |
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| 264 | 4 | |c ©2021 | |
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| 505 | 8 | |a Cover -- Title page -- Imprint page -- Contents -- Foreword -- About the authors -- Acknowledgements -- Chapter 1: Introduction to organisation development -- Learning outcomes -- Introduction -- What is organisation development? -- Defining organisation development -- The characteristics of organisation development -- The need for organisation development -- Internal forces of change in organisations -- External forces for change in organisations -- Organisation development as a profession -- Organisation development as a field of specialisation -- Competencies of an effective organisation development practitioner -- The development of organisation development -- Organisation development and related concepts -- Change management -- The learning organisation -- Capacity development -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 2: Organisation development and change management -- Learning outcomes -- Introduction -- Definitions and the history of organisation development -- Approaches to organisation development -- The diagnostic approach to organisation development -- The dialogic approach to organisation development -- Examples of dialogic organisation development methods -- Contrasting diagnostic and dialogic organisation development -- Similarities between diagnostic and dialogic approaches -- Implications for organisation development and practitioners -- A short history of organisation development interventions -- The period 1939-1969 -- The period 1970-1987 -- Comparing the definitions of organisation development and change management -- Understanding the definition of organisation development -- Defining change management -- Communalities and differences between organisation development and change management -- Change initiatives in organisations -- Conclusion -- Reflection questions | |
| 505 | 8 | |a Multiple-choice questions -- References -- Chapter 3: A practical approach to change management -- Learning outcomes -- Introduction -- Best practices in change management based on research -- The difference between individual and organisational change -- Theories of individual change transition -- The Kübler-Ross model -- Stage 1: Denial -- Stage 2: Anger -- Stage 3: Bargaining -- Stage 4: Depression -- Stage 5: Acceptance -- Bridges' transition model -- Stage 1: Ending, losing and letting go -- Stage 2: The neutral zone -- Stage 3: The new beginning -- The transition curve -- Phase 1: Shock -- Phase 2: Denial -- Phase 3: Awareness -- Phase 4: Acceptance -- Phase 5: Testing -- Phase 6: Search for meaning -- Phase 7: Integration -- The ADKAR model -- Awareness -- Desire -- Knowledge -- Ability -- Reinforcement -- Conclusion regarding theories of individual change transition -- Approaches to organisational change management -- Background to organisational change management -- Lewin's approach to organisational change management -- Stage 1: Unfreezing -- Stage 2: Changing or movement -- Stage 3: Refreezing -- The professional science approach to organisational change management -- Phase 1: Preparing for change -- Phase 2: Managing change -- Phase 3: Reinforcing change -- The accelerated implementation methodology approach to organisational change management -- Kotter's approach to organisational change management -- The business change management approach to organisational change management -- Conclusions regarding organisational change management approaches -- The role of communication in change management -- The communication process -- Preferred senders in change management -- Immediate supervisors -- Executive leaders -- Methods or channels of communicating -- The role of different stakeholders in change management -- Change sponsors | |
| 505 | 8 | |a Primary sponsor -- Secondary sponsors (influencers) -- The change manager -- Change agents -- Unions -- Employees -- Resistance to change and how to manage it -- Background on resistance to change -- Symptoms of resistance to change -- Why people resist change -- Techniques to overcome resistance to change -- Change management and project management -- The differences between change management and project management -- The phases of a standard technical project -- What is a project? -- What is project management? -- The project management process -- Phase 1: Project initiation -- Phase 2: Project Planning -- Phase 3: Project execution and monitoring -- Phase 4: Project closure -- A new proposed practical structured change management process for managing organisational change -- Phase 1: Understanding the change initiative -- Phase 2: Planning for the change initiative -- Phase 3: Implementing the change management plans -- Phase 4: Monitoring the implementation of the change management plans -- Phase 5: Sustaining the change initiative -- Phase 6: Withdrawing from the change initiative -- Integrating change management with project management -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 4: The role of the organisation development consultant -- Learning outcomes -- Introduction -- The role and task of organisation development consultants -- The position of the organisation development consultant -- Consulting on the boundary -- Emotional resilience in organisation development consulting -- Professional values and ethics in organisation development consulting -- Values -- Ethics -- The systems-psychodynamic perspective on the role of the organisation development consultant -- The competencies of the organisation development consultant and the role of 'graduateness' -- Competencies -- 'Graduateness' | |
| 505 | 8 | |a Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 5: Facilitation skills -- Learning outcomes -- Introduction -- Background -- History and origin of facilitation -- The difference between T-groups, encounter groups, self-help groups and therapy groups -- Carl Rogers: Facilitation of learning -- Facilitation in industry -- Unstructured versus structured groups -- Definitions of facilitation -- The organisation development consultant as a facilitator -- The facilitation process -- Micro-skills -- Micro-skills and facilitation -- The micro-skills hierarchy -- Non-verbal and attending behaviour -- Listening skills -- Influencing skills -- Confrontation -- Integration of skills -- Problem solving in groups -- Two styles of problem solving: Right- versus left-brain hemispheres -- Rational problem solving (the left hemispheric focus) -- Creative problem solving (the right hemispheric focus) -- Framework for a group session -- Decision making in groups -- Group versus individual decision making -- Factors inhibiting effective decision making -- Methods of decision making -- The relationship between time and decision making -- Dealing with conflict in groups -- Effects of conflict -- Causes of conflict -- Management of conflict -- Handling conflict in a group -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Appendix A: Evaluation sheet for a facilitation session -- Chapter 6: Core theories and models -- Learning outcomes -- Introduction -- Approaches to planned change -- Criteria for effective planned change models -- Benefits of using organisational change models in organisation development diagnostics -- Lewin's three-step model of planned change -- Kotter's eight-step plan for leading organisational change -- A model of adaptive orientation -- Systems models of change | |
| 505 | 8 | |a The Burke-Litwin model of organisational performance and change -- Transformational factors affecting organisational performance -- Transactional factors affecting organisational performance -- The organisational efficiency model -- The organisational effectiveness measurement framework -- Chaos and complexity theory in organisation development -- Properties of complex adaptive systems -- Organisational creativity theory -- Resistance to change -- Individual sources of resistance -- Group and organisational sources of resistance -- Innovation as a source of resistance -- Forms of resistance -- Tactics for dealing with resistance -- Conditions for success in planned change efforts -- Managing change ethically -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 7: The organisation development process -- Learning outcomes -- Introduction -- Overview of the organisation development process -- Marketing -- Word of mouth -- Tendering -- Ethical marketing -- Guidelines with regard to advertising and other public statement activities (adapted from HPCSA, 2004) -- Entry and contracting -- Entry -- Building the relationship -- Writing a winning proposal -- Contracting -- Mutual expectations -- Time and resources -- Ground rules -- The organisational diagnosis phase -- Diagnostic models -- Data collection -- Feedback to the client -- The intervention phase -- Overview of interventions -- Human process interventions -- Techno-structural interventions which will modify an organisation's structure and technology -- Human resource management interventions that seek to improve member performance and wellness -- Strategic interventions that involve managing the organisation's relationship to its external environment, and the internal structure and process necessary to support a business strategy | |
| 505 | 8 | |a Designing and prioritising interventions | |
| 520 | 3 | |a Business as usual' is not a sustainable strategy in the 21st-century workplace. Organisations have to adapt in order to thrive in the contexts of a transforming South Africa and increasing exposure to the global economy. South African and African organisations need interventions based on international knowledge and best practices but supplemented with African research and application | |
| 650 | 4 | |a Organizational change | |
| 650 | 4 | |a Strategic planning | |
| 653 | 6 | |a Electronic books | |
| 700 | 1 | |a Geldenhuys, D. |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Martins, N. |t Fundamentals of Organisation Development and Change Management |d Cape Town : Juta & Company, Limited,c2021 |z 9781485131083 |
| 912 | |a ZDB-30-PQE | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-034006873 | ||
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Datensatz im Suchindex
| _version_ | 1804184764792438784 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Martins, N. |
| author_facet | Martins, N. |
| author_role | aut |
| author_sort | Martins, N. |
| author_variant | n m nm |
| building | Verbundindex |
| bvnumber | BV048631853 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title page -- Imprint page -- Contents -- Foreword -- About the authors -- Acknowledgements -- Chapter 1: Introduction to organisation development -- Learning outcomes -- Introduction -- What is organisation development? -- Defining organisation development -- The characteristics of organisation development -- The need for organisation development -- Internal forces of change in organisations -- External forces for change in organisations -- Organisation development as a profession -- Organisation development as a field of specialisation -- Competencies of an effective organisation development practitioner -- The development of organisation development -- Organisation development and related concepts -- Change management -- The learning organisation -- Capacity development -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 2: Organisation development and change management -- Learning outcomes -- Introduction -- Definitions and the history of organisation development -- Approaches to organisation development -- The diagnostic approach to organisation development -- The dialogic approach to organisation development -- Examples of dialogic organisation development methods -- Contrasting diagnostic and dialogic organisation development -- Similarities between diagnostic and dialogic approaches -- Implications for organisation development and practitioners -- A short history of organisation development interventions -- The period 1939-1969 -- The period 1970-1987 -- Comparing the definitions of organisation development and change management -- Understanding the definition of organisation development -- Defining change management -- Communalities and differences between organisation development and change management -- Change initiatives in organisations -- Conclusion -- Reflection questions Multiple-choice questions -- References -- Chapter 3: A practical approach to change management -- Learning outcomes -- Introduction -- Best practices in change management based on research -- The difference between individual and organisational change -- Theories of individual change transition -- The Kübler-Ross model -- Stage 1: Denial -- Stage 2: Anger -- Stage 3: Bargaining -- Stage 4: Depression -- Stage 5: Acceptance -- Bridges' transition model -- Stage 1: Ending, losing and letting go -- Stage 2: The neutral zone -- Stage 3: The new beginning -- The transition curve -- Phase 1: Shock -- Phase 2: Denial -- Phase 3: Awareness -- Phase 4: Acceptance -- Phase 5: Testing -- Phase 6: Search for meaning -- Phase 7: Integration -- The ADKAR model -- Awareness -- Desire -- Knowledge -- Ability -- Reinforcement -- Conclusion regarding theories of individual change transition -- Approaches to organisational change management -- Background to organisational change management -- Lewin's approach to organisational change management -- Stage 1: Unfreezing -- Stage 2: Changing or movement -- Stage 3: Refreezing -- The professional science approach to organisational change management -- Phase 1: Preparing for change -- Phase 2: Managing change -- Phase 3: Reinforcing change -- The accelerated implementation methodology approach to organisational change management -- Kotter's approach to organisational change management -- The business change management approach to organisational change management -- Conclusions regarding organisational change management approaches -- The role of communication in change management -- The communication process -- Preferred senders in change management -- Immediate supervisors -- Executive leaders -- Methods or channels of communicating -- The role of different stakeholders in change management -- Change sponsors Primary sponsor -- Secondary sponsors (influencers) -- The change manager -- Change agents -- Unions -- Employees -- Resistance to change and how to manage it -- Background on resistance to change -- Symptoms of resistance to change -- Why people resist change -- Techniques to overcome resistance to change -- Change management and project management -- The differences between change management and project management -- The phases of a standard technical project -- What is a project? -- What is project management? -- The project management process -- Phase 1: Project initiation -- Phase 2: Project Planning -- Phase 3: Project execution and monitoring -- Phase 4: Project closure -- A new proposed practical structured change management process for managing organisational change -- Phase 1: Understanding the change initiative -- Phase 2: Planning for the change initiative -- Phase 3: Implementing the change management plans -- Phase 4: Monitoring the implementation of the change management plans -- Phase 5: Sustaining the change initiative -- Phase 6: Withdrawing from the change initiative -- Integrating change management with project management -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 4: The role of the organisation development consultant -- Learning outcomes -- Introduction -- The role and task of organisation development consultants -- The position of the organisation development consultant -- Consulting on the boundary -- Emotional resilience in organisation development consulting -- Professional values and ethics in organisation development consulting -- Values -- Ethics -- The systems-psychodynamic perspective on the role of the organisation development consultant -- The competencies of the organisation development consultant and the role of 'graduateness' -- Competencies -- 'Graduateness' Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 5: Facilitation skills -- Learning outcomes -- Introduction -- Background -- History and origin of facilitation -- The difference between T-groups, encounter groups, self-help groups and therapy groups -- Carl Rogers: Facilitation of learning -- Facilitation in industry -- Unstructured versus structured groups -- Definitions of facilitation -- The organisation development consultant as a facilitator -- The facilitation process -- Micro-skills -- Micro-skills and facilitation -- The micro-skills hierarchy -- Non-verbal and attending behaviour -- Listening skills -- Influencing skills -- Confrontation -- Integration of skills -- Problem solving in groups -- Two styles of problem solving: Right- versus left-brain hemispheres -- Rational problem solving (the left hemispheric focus) -- Creative problem solving (the right hemispheric focus) -- Framework for a group session -- Decision making in groups -- Group versus individual decision making -- Factors inhibiting effective decision making -- Methods of decision making -- The relationship between time and decision making -- Dealing with conflict in groups -- Effects of conflict -- Causes of conflict -- Management of conflict -- Handling conflict in a group -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Appendix A: Evaluation sheet for a facilitation session -- Chapter 6: Core theories and models -- Learning outcomes -- Introduction -- Approaches to planned change -- Criteria for effective planned change models -- Benefits of using organisational change models in organisation development diagnostics -- Lewin's three-step model of planned change -- Kotter's eight-step plan for leading organisational change -- A model of adaptive orientation -- Systems models of change The Burke-Litwin model of organisational performance and change -- Transformational factors affecting organisational performance -- Transactional factors affecting organisational performance -- The organisational efficiency model -- The organisational effectiveness measurement framework -- Chaos and complexity theory in organisation development -- Properties of complex adaptive systems -- Organisational creativity theory -- Resistance to change -- Individual sources of resistance -- Group and organisational sources of resistance -- Innovation as a source of resistance -- Forms of resistance -- Tactics for dealing with resistance -- Conditions for success in planned change efforts -- Managing change ethically -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 7: The organisation development process -- Learning outcomes -- Introduction -- Overview of the organisation development process -- Marketing -- Word of mouth -- Tendering -- Ethical marketing -- Guidelines with regard to advertising and other public statement activities (adapted from HPCSA, 2004) -- Entry and contracting -- Entry -- Building the relationship -- Writing a winning proposal -- Contracting -- Mutual expectations -- Time and resources -- Ground rules -- The organisational diagnosis phase -- Diagnostic models -- Data collection -- Feedback to the client -- The intervention phase -- Overview of interventions -- Human process interventions -- Techno-structural interventions which will modify an organisation's structure and technology -- Human resource management interventions that seek to improve member performance and wellness -- Strategic interventions that involve managing the organisation's relationship to its external environment, and the internal structure and process necessary to support a business strategy Designing and prioritising interventions |
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| edition | 2nd ed |
| format | Electronic eBook |
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| id | DE-604.BV048631853 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:16:05Z |
| indexdate | 2024-07-10T09:44:32Z |
| institution | BVB |
| isbn | 9781485131090 9781485131083 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034006873 |
| oclc_num | 1344541571 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (391 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Juta & Company, Limited |
| record_format | marc |
| spelling | Martins, N. Verfasser aut Fundamentals of Organisation Development and Change Management 2nd ed Cape Town Juta & Company, Limited 2021 ©2021 1 Online-Ressource (391 Seiten) txt rdacontent c rdamedia cr rdacarrier Cover -- Title page -- Imprint page -- Contents -- Foreword -- About the authors -- Acknowledgements -- Chapter 1: Introduction to organisation development -- Learning outcomes -- Introduction -- What is organisation development? -- Defining organisation development -- The characteristics of organisation development -- The need for organisation development -- Internal forces of change in organisations -- External forces for change in organisations -- Organisation development as a profession -- Organisation development as a field of specialisation -- Competencies of an effective organisation development practitioner -- The development of organisation development -- Organisation development and related concepts -- Change management -- The learning organisation -- Capacity development -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 2: Organisation development and change management -- Learning outcomes -- Introduction -- Definitions and the history of organisation development -- Approaches to organisation development -- The diagnostic approach to organisation development -- The dialogic approach to organisation development -- Examples of dialogic organisation development methods -- Contrasting diagnostic and dialogic organisation development -- Similarities between diagnostic and dialogic approaches -- Implications for organisation development and practitioners -- A short history of organisation development interventions -- The period 1939-1969 -- The period 1970-1987 -- Comparing the definitions of organisation development and change management -- Understanding the definition of organisation development -- Defining change management -- Communalities and differences between organisation development and change management -- Change initiatives in organisations -- Conclusion -- Reflection questions Multiple-choice questions -- References -- Chapter 3: A practical approach to change management -- Learning outcomes -- Introduction -- Best practices in change management based on research -- The difference between individual and organisational change -- Theories of individual change transition -- The Kübler-Ross model -- Stage 1: Denial -- Stage 2: Anger -- Stage 3: Bargaining -- Stage 4: Depression -- Stage 5: Acceptance -- Bridges' transition model -- Stage 1: Ending, losing and letting go -- Stage 2: The neutral zone -- Stage 3: The new beginning -- The transition curve -- Phase 1: Shock -- Phase 2: Denial -- Phase 3: Awareness -- Phase 4: Acceptance -- Phase 5: Testing -- Phase 6: Search for meaning -- Phase 7: Integration -- The ADKAR model -- Awareness -- Desire -- Knowledge -- Ability -- Reinforcement -- Conclusion regarding theories of individual change transition -- Approaches to organisational change management -- Background to organisational change management -- Lewin's approach to organisational change management -- Stage 1: Unfreezing -- Stage 2: Changing or movement -- Stage 3: Refreezing -- The professional science approach to organisational change management -- Phase 1: Preparing for change -- Phase 2: Managing change -- Phase 3: Reinforcing change -- The accelerated implementation methodology approach to organisational change management -- Kotter's approach to organisational change management -- The business change management approach to organisational change management -- Conclusions regarding organisational change management approaches -- The role of communication in change management -- The communication process -- Preferred senders in change management -- Immediate supervisors -- Executive leaders -- Methods or channels of communicating -- The role of different stakeholders in change management -- Change sponsors Primary sponsor -- Secondary sponsors (influencers) -- The change manager -- Change agents -- Unions -- Employees -- Resistance to change and how to manage it -- Background on resistance to change -- Symptoms of resistance to change -- Why people resist change -- Techniques to overcome resistance to change -- Change management and project management -- The differences between change management and project management -- The phases of a standard technical project -- What is a project? -- What is project management? -- The project management process -- Phase 1: Project initiation -- Phase 2: Project Planning -- Phase 3: Project execution and monitoring -- Phase 4: Project closure -- A new proposed practical structured change management process for managing organisational change -- Phase 1: Understanding the change initiative -- Phase 2: Planning for the change initiative -- Phase 3: Implementing the change management plans -- Phase 4: Monitoring the implementation of the change management plans -- Phase 5: Sustaining the change initiative -- Phase 6: Withdrawing from the change initiative -- Integrating change management with project management -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 4: The role of the organisation development consultant -- Learning outcomes -- Introduction -- The role and task of organisation development consultants -- The position of the organisation development consultant -- Consulting on the boundary -- Emotional resilience in organisation development consulting -- Professional values and ethics in organisation development consulting -- Values -- Ethics -- The systems-psychodynamic perspective on the role of the organisation development consultant -- The competencies of the organisation development consultant and the role of 'graduateness' -- Competencies -- 'Graduateness' Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 5: Facilitation skills -- Learning outcomes -- Introduction -- Background -- History and origin of facilitation -- The difference between T-groups, encounter groups, self-help groups and therapy groups -- Carl Rogers: Facilitation of learning -- Facilitation in industry -- Unstructured versus structured groups -- Definitions of facilitation -- The organisation development consultant as a facilitator -- The facilitation process -- Micro-skills -- Micro-skills and facilitation -- The micro-skills hierarchy -- Non-verbal and attending behaviour -- Listening skills -- Influencing skills -- Confrontation -- Integration of skills -- Problem solving in groups -- Two styles of problem solving: Right- versus left-brain hemispheres -- Rational problem solving (the left hemispheric focus) -- Creative problem solving (the right hemispheric focus) -- Framework for a group session -- Decision making in groups -- Group versus individual decision making -- Factors inhibiting effective decision making -- Methods of decision making -- The relationship between time and decision making -- Dealing with conflict in groups -- Effects of conflict -- Causes of conflict -- Management of conflict -- Handling conflict in a group -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Appendix A: Evaluation sheet for a facilitation session -- Chapter 6: Core theories and models -- Learning outcomes -- Introduction -- Approaches to planned change -- Criteria for effective planned change models -- Benefits of using organisational change models in organisation development diagnostics -- Lewin's three-step model of planned change -- Kotter's eight-step plan for leading organisational change -- A model of adaptive orientation -- Systems models of change The Burke-Litwin model of organisational performance and change -- Transformational factors affecting organisational performance -- Transactional factors affecting organisational performance -- The organisational efficiency model -- The organisational effectiveness measurement framework -- Chaos and complexity theory in organisation development -- Properties of complex adaptive systems -- Organisational creativity theory -- Resistance to change -- Individual sources of resistance -- Group and organisational sources of resistance -- Innovation as a source of resistance -- Forms of resistance -- Tactics for dealing with resistance -- Conditions for success in planned change efforts -- Managing change ethically -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 7: The organisation development process -- Learning outcomes -- Introduction -- Overview of the organisation development process -- Marketing -- Word of mouth -- Tendering -- Ethical marketing -- Guidelines with regard to advertising and other public statement activities (adapted from HPCSA, 2004) -- Entry and contracting -- Entry -- Building the relationship -- Writing a winning proposal -- Contracting -- Mutual expectations -- Time and resources -- Ground rules -- The organisational diagnosis phase -- Diagnostic models -- Data collection -- Feedback to the client -- The intervention phase -- Overview of interventions -- Human process interventions -- Techno-structural interventions which will modify an organisation's structure and technology -- Human resource management interventions that seek to improve member performance and wellness -- Strategic interventions that involve managing the organisation's relationship to its external environment, and the internal structure and process necessary to support a business strategy Designing and prioritising interventions Business as usual' is not a sustainable strategy in the 21st-century workplace. Organisations have to adapt in order to thrive in the contexts of a transforming South Africa and increasing exposure to the global economy. South African and African organisations need interventions based on international knowledge and best practices but supplemented with African research and application Organizational change Strategic planning Electronic books Geldenhuys, D. Sonstige oth Erscheint auch als Druck-Ausgabe Martins, N. Fundamentals of Organisation Development and Change Management Cape Town : Juta & Company, Limited,c2021 9781485131083 |
| spellingShingle | Martins, N. Fundamentals of Organisation Development and Change Management Cover -- Title page -- Imprint page -- Contents -- Foreword -- About the authors -- Acknowledgements -- Chapter 1: Introduction to organisation development -- Learning outcomes -- Introduction -- What is organisation development? -- Defining organisation development -- The characteristics of organisation development -- The need for organisation development -- Internal forces of change in organisations -- External forces for change in organisations -- Organisation development as a profession -- Organisation development as a field of specialisation -- Competencies of an effective organisation development practitioner -- The development of organisation development -- Organisation development and related concepts -- Change management -- The learning organisation -- Capacity development -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 2: Organisation development and change management -- Learning outcomes -- Introduction -- Definitions and the history of organisation development -- Approaches to organisation development -- The diagnostic approach to organisation development -- The dialogic approach to organisation development -- Examples of dialogic organisation development methods -- Contrasting diagnostic and dialogic organisation development -- Similarities between diagnostic and dialogic approaches -- Implications for organisation development and practitioners -- A short history of organisation development interventions -- The period 1939-1969 -- The period 1970-1987 -- Comparing the definitions of organisation development and change management -- Understanding the definition of organisation development -- Defining change management -- Communalities and differences between organisation development and change management -- Change initiatives in organisations -- Conclusion -- Reflection questions Multiple-choice questions -- References -- Chapter 3: A practical approach to change management -- Learning outcomes -- Introduction -- Best practices in change management based on research -- The difference between individual and organisational change -- Theories of individual change transition -- The Kübler-Ross model -- Stage 1: Denial -- Stage 2: Anger -- Stage 3: Bargaining -- Stage 4: Depression -- Stage 5: Acceptance -- Bridges' transition model -- Stage 1: Ending, losing and letting go -- Stage 2: The neutral zone -- Stage 3: The new beginning -- The transition curve -- Phase 1: Shock -- Phase 2: Denial -- Phase 3: Awareness -- Phase 4: Acceptance -- Phase 5: Testing -- Phase 6: Search for meaning -- Phase 7: Integration -- The ADKAR model -- Awareness -- Desire -- Knowledge -- Ability -- Reinforcement -- Conclusion regarding theories of individual change transition -- Approaches to organisational change management -- Background to organisational change management -- Lewin's approach to organisational change management -- Stage 1: Unfreezing -- Stage 2: Changing or movement -- Stage 3: Refreezing -- The professional science approach to organisational change management -- Phase 1: Preparing for change -- Phase 2: Managing change -- Phase 3: Reinforcing change -- The accelerated implementation methodology approach to organisational change management -- Kotter's approach to organisational change management -- The business change management approach to organisational change management -- Conclusions regarding organisational change management approaches -- The role of communication in change management -- The communication process -- Preferred senders in change management -- Immediate supervisors -- Executive leaders -- Methods or channels of communicating -- The role of different stakeholders in change management -- Change sponsors Primary sponsor -- Secondary sponsors (influencers) -- The change manager -- Change agents -- Unions -- Employees -- Resistance to change and how to manage it -- Background on resistance to change -- Symptoms of resistance to change -- Why people resist change -- Techniques to overcome resistance to change -- Change management and project management -- The differences between change management and project management -- The phases of a standard technical project -- What is a project? -- What is project management? -- The project management process -- Phase 1: Project initiation -- Phase 2: Project Planning -- Phase 3: Project execution and monitoring -- Phase 4: Project closure -- A new proposed practical structured change management process for managing organisational change -- Phase 1: Understanding the change initiative -- Phase 2: Planning for the change initiative -- Phase 3: Implementing the change management plans -- Phase 4: Monitoring the implementation of the change management plans -- Phase 5: Sustaining the change initiative -- Phase 6: Withdrawing from the change initiative -- Integrating change management with project management -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 4: The role of the organisation development consultant -- Learning outcomes -- Introduction -- The role and task of organisation development consultants -- The position of the organisation development consultant -- Consulting on the boundary -- Emotional resilience in organisation development consulting -- Professional values and ethics in organisation development consulting -- Values -- Ethics -- The systems-psychodynamic perspective on the role of the organisation development consultant -- The competencies of the organisation development consultant and the role of 'graduateness' -- Competencies -- 'Graduateness' Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 5: Facilitation skills -- Learning outcomes -- Introduction -- Background -- History and origin of facilitation -- The difference between T-groups, encounter groups, self-help groups and therapy groups -- Carl Rogers: Facilitation of learning -- Facilitation in industry -- Unstructured versus structured groups -- Definitions of facilitation -- The organisation development consultant as a facilitator -- The facilitation process -- Micro-skills -- Micro-skills and facilitation -- The micro-skills hierarchy -- Non-verbal and attending behaviour -- Listening skills -- Influencing skills -- Confrontation -- Integration of skills -- Problem solving in groups -- Two styles of problem solving: Right- versus left-brain hemispheres -- Rational problem solving (the left hemispheric focus) -- Creative problem solving (the right hemispheric focus) -- Framework for a group session -- Decision making in groups -- Group versus individual decision making -- Factors inhibiting effective decision making -- Methods of decision making -- The relationship between time and decision making -- Dealing with conflict in groups -- Effects of conflict -- Causes of conflict -- Management of conflict -- Handling conflict in a group -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Appendix A: Evaluation sheet for a facilitation session -- Chapter 6: Core theories and models -- Learning outcomes -- Introduction -- Approaches to planned change -- Criteria for effective planned change models -- Benefits of using organisational change models in organisation development diagnostics -- Lewin's three-step model of planned change -- Kotter's eight-step plan for leading organisational change -- A model of adaptive orientation -- Systems models of change The Burke-Litwin model of organisational performance and change -- Transformational factors affecting organisational performance -- Transactional factors affecting organisational performance -- The organisational efficiency model -- The organisational effectiveness measurement framework -- Chaos and complexity theory in organisation development -- Properties of complex adaptive systems -- Organisational creativity theory -- Resistance to change -- Individual sources of resistance -- Group and organisational sources of resistance -- Innovation as a source of resistance -- Forms of resistance -- Tactics for dealing with resistance -- Conditions for success in planned change efforts -- Managing change ethically -- Conclusion -- Reflection questions -- Multiple-choice questions -- References -- Chapter 7: The organisation development process -- Learning outcomes -- Introduction -- Overview of the organisation development process -- Marketing -- Word of mouth -- Tendering -- Ethical marketing -- Guidelines with regard to advertising and other public statement activities (adapted from HPCSA, 2004) -- Entry and contracting -- Entry -- Building the relationship -- Writing a winning proposal -- Contracting -- Mutual expectations -- Time and resources -- Ground rules -- The organisational diagnosis phase -- Diagnostic models -- Data collection -- Feedback to the client -- The intervention phase -- Overview of interventions -- Human process interventions -- Techno-structural interventions which will modify an organisation's structure and technology -- Human resource management interventions that seek to improve member performance and wellness -- Strategic interventions that involve managing the organisation's relationship to its external environment, and the internal structure and process necessary to support a business strategy Designing and prioritising interventions Organizational change Strategic planning |
| title | Fundamentals of Organisation Development and Change Management |
| title_auth | Fundamentals of Organisation Development and Change Management |
| title_exact_search | Fundamentals of Organisation Development and Change Management |
| title_exact_search_txtP | Fundamentals of Organisation Development and Change Management |
| title_full | Fundamentals of Organisation Development and Change Management |
| title_fullStr | Fundamentals of Organisation Development and Change Management |
| title_full_unstemmed | Fundamentals of Organisation Development and Change Management |
| title_short | Fundamentals of Organisation Development and Change Management |
| title_sort | fundamentals of organisation development and change management |
| topic | Organizational change Strategic planning |
| topic_facet | Organizational change Strategic planning |
| work_keys_str_mv | AT martinsn fundamentalsoforganisationdevelopmentandchangemanagement AT geldenhuysd fundamentalsoforganisationdevelopmentandchangemanagement |