Organization Development.

Format:

Book

Author/Creator:

Pathak, Harsh.

Language:

English

Subjects (All):

Organizational change.

Management.

Physical Description:

1 online resource (400 pages)

Edition:

[First edition].

Place of Publication:

: Pearson India, 1900.

Summary:

Business is changing at a break-neck speed, so managers must be increasingly active in reorganizing their firms to gain a competitive edge. This textbook provides a discussion of change in relation to the complexities of organizational life, offering comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity from the strategic to the operational and at the individual, group, organizational and societal levels. Taking both a theoretical and a practical approach to the issues of organizational change, the text seeks to meet both the academic and applied aims of most business and management courses. The book is ideal for both MBA students and those studying for the more specialist degrees in organizational change. Its structure and content also make it accessible to final-level undergraduate business studies students.

Contents:

Cover

Organisational Change

Copyright

Contents

Foreword

Preface

About the Author

Business Organisation: The Domain of Change

Introduction: Meaning of Business as a Domain for Change

Organisation: The Key Area for Change

Organisational Structure

Types of Organisational Structure

Forms of Business Organisation

Private Sector Business Orgnisations

Public Sector Business Organisations

Co-operative Sectors Business Orgnisation

Tools for Designing sound Business Orgganisation

Organisation and Environment

Environmental Factors Leading to Change

External Forces of Change

Internal Forces for Change

Dimension of Environment

Multidimensional Environment

Stale, Changing and Turbulent Environment

Nature of Organisation-Environment Interface for Change

Role of Three Basic Circles for Organisational Change

Summary

Case Study: A Container Leasing Company

Review Questions

Organisational Culture and Change

Introduction

Sources of Culture

Types of Culture

Charismatic vs Self-sufficient Cultures

Paranoid vs Trusting Culture

Avoidant vs Achievement Cultures

Politicised vs Focused Cultures

Bureaucratic vs Creative Culture

Significance of Culture During Change

Concept of Global Organisational Culture

Organisational Climate

Functionalities and Dysfunctionalities of Cultures

Fatalism

Ambiguity Tolerance

Contextualism

Temporalness

Collectivism

Particularism

Other Directedness

Androgyny

Tolerance for Power Distance

Strengths and Weaknesses of Indian Culture

Extension Motivation

Synthesis

Dependency Motive

Non-involvement and Non-commitment

Individualism

Irreality Orientation

Top Management and Organisational Culture

Managing Organisational Culture.

A Proactive Approach to Culture and Change

Case Study: A Fortune 500 Financial Service Company Supported by Offshore Services in India

Case study: "Globax" A High-tech Start-up Company

Concept of Change

Meaning of Organisational Change

Nature of Organisational Change

Evolutionary Change

Revolutionary Change

Proactive vs Reactive Change

Pressure For Change

Nine Winds of Change

Planned Change

Types of Planned Change

Levels of Change

Change Cycle

Participative Change Cycle

Directive Change Cycle

Is there a "Best" Strategy for Change?

Advantages/Disadvantages of Change Cycles

Organisational Barriers to Change

Performance-Driven Organisational Change

Rate of Change

Organisational Effectiveness

Differents States of Change

The Future State of Change

The Current State of Change

The Delta State of Change

Creating Change

Implementation of Change

Practical tools to Understands Change

General Guidelines for Effective Change

Case Study: A Semiconductor Solutions Company With an offshore Development Center in India

Organisational Resistance to Change

Reactions to Change

Core Facts of Resistance to Change

Individual and Group Resistance to Change

Individual Resistance

Organisational Resistance

Consequences of Resistance to Change

Overcoming Resistance to Change

Startegies for Introducing Planned Change

Empirical-rational Strategy

Normative-reductive Strategy

Power-coercive Strategy

Techniques to Manage Resistance During Change

Education and Communication

Sense of Participation and Invilvement

Assistance and Support

Incentives

Negotiation

Manipulation and Co-optation

Coercion

Othr Strategies for Introducing Change.

Summary

Case Study: A Student Services Division of "National University

Organisational Change and Chane Agents

Change Agent: Definition and Meaning

Types of Change Agents

Internal Change Agent

Role of Internal Change Agent

External Change Agent

Need for an External Change Agent

Key Roles in Organisational Change

Corporate Management

Consultant

Internal Resource Personas

Implementation Team

Chief Implementor

Task Forces

Defferences Between Internal and External Change Agents

Characteristics of a Good Change Agent

Timing the Entry of the Agent/Consultant into the Organisation

How to get the Best from the Consultant

How do Consultants Work

Importance of the Consultant

What can a Change Agent Change?

Structure

Technology

Physical Setting

People

Work Place

Flexible work Options

Telecommuting

Flex-time

Compressed work weeks

Job sharing

New Rules for Managers

Case Study: "Taj Mahal Group of Hotels" A Hospitality Company

Strategic Management of Change

Three Basic Definitions

The Task of Managing Change

An Area of Professional Practice

A body of Knowledge

Strategic Management Process

Sequential Process of Change

Change Process as a Problem-Solving and Problem-Finding Approach

The Change Problem

Change as a "How" Problem

Change as a "what" Problem

Change as a "Why" Problem

Change Process as Unfreezing, Changing, and Refreezing

Change Management: Skill Requirements

Political skills

Analytical Skills

People skills

System Skills

Business skills

Change Management: Four Basic Strategies

Factors in Selecting Change Strategy

Change Strategy Formulation and Implementation.

Evaluation in the strategic Change Process

Component of Evaluation

Process of Transformational Change

Guidelines to Management of Effective Change

Twelve Principle for Managing Change

Case Study: A Multi-department Acadamic Division of a University

Case Study: "Max" A Health Care Improvement Orgnisation

Organisational Diagnosis

Meaning of Diagnosis

Concept of Organisational Diagnosis

Diagnocube: The areas of Diagnosis

Theory in Action: Framework of Organisational Diagnosis

Normative Approach

Methodological Planning

Callection of Data

Overview of Methods

Instruments of Data Callection

Methods of data Callection

Selection of Appropriate Method for Data Callection

Case Study: An Academic Department in a Public University

Case Study: "Ma Foi" An it Staffing Company

Orgnisational Development

Objectives of OD Programmes

Basic OD Assumptions

OD Interventions and Their Classification

OD Interventions Techniques

Sensitivity Training

Team Building

Survey Feedback

Grid Training

Process Consultation

Management by Objectives

Role Analysis Technique

Role Negotiation Technique

Force-field Analysis

Prerequisites for Effective use of OD

Criticism

Conclusion

Case Study: An Electronic Imaging Technology Company

Manager as Catalyst of Change

Introduction: Role of a Manager

Developmental Supervision

Hierarchy and Responsibility

Task and Personal Growth

Individual and Team

Task Accomplishment and Boundary Management

Responsibilities of a Manager

Managers and Appraisal System

Managers and Career Planning

Managers and Training System

Managers and Work System

Managers and Cultural System.

Managers and Self-renewal System

Managers and Organisational Learning

Managers and Stress Management

Managers and Research

Motivation as the Soul of a Manager

Aspects of Role Efficacy

Manager as Motivator of Employees

Self-role Integration

Productivity

Creativity

Confrontation

Centrality

Influence

Growth

Inter-role Linkage

Helping

Super-Ordination

Using Power and Empowering Employees

Managerial Control

Coping Behaviour of a Manager

Managing Frustration and Stress

Consultant Support During Change

Manager and Group Dynamics

Three Uses of Group in Idea Generation

Managerial Communication

Obstacles in the Middle of Change and How to Overcome Them

Classic Skills for an Effective Change Manager

Case Study: "Genesis" A National Scientific Laboratory

Learning Orgnisation: The Ultimate Objective of Management of Change

What is a Learning Orgnisation?

Nature of Learning Enterprises

Adaptive and Generative Learning

Knowledge-intensive Organisation

Levels of Knowledge-Creation Process

Building a Learning Organisation

Feature of a Learning Organisation

Total Quality Management and Learning Orgnisation

Top Management's Commitment

Customer Focus

Measurement

Continuous Improvement

Supplier Teaming

Teams

Benchmarking

Employee Involvement and Empowerment

Inventory management

Quality Costs

Communication

Training

Blueprint of a Learning Orgnisation

Managing and Sustaining Change in a Learning Organisation

The Change Imperative

Basics of Learning Approach in an Organisation

Creativity and Innovation

The Ultimate Requirement

Case Study: A software Development Company

Some Models of Organisational Change

Introduction.

Individualistic Model.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

1-282-76875-1

9786612768750

81-317-5388-3

OCLC:

1027168383