Organization Development

Organization Development

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 a...

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Detalles Bibliográficos
Autor principal: Pathak, Harsh (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: : Pearson India 1900.
Edición:[First edition]
Materias:
Organizational change.
Management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009820411406719
Tabla de Contenidos:
  • 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
  • Fatalism
  • Non-involvement and Non-commitment
  • Individualism
  • Irreality Orientation
  • Top Management and Organisational Culture
  • Managing Organisational Culture.
  • A Proactive Approach to Culture and Change
  • Summary
  • Case Study: A Fortune 500 Financial Service Company Supported by Offshore Services in India
  • Case study: "Globax" A High-tech Start-up Company
  • Review Questions
  • Concept of Change
  • Introduction
  • 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
  • Summary
  • Case Study: A Semiconductor Solutions Company With an offshore Development Center in India
  • Review Questions
  • Organisational Resistance to Change
  • Introduction
  • 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
  • Review Questions
  • Organisational Change and Chane Agents
  • Introduction
  • 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
  • Summary
  • Case Study: "Taj Mahal Group of Hotels" A Hospitality Company
  • Review Questions
  • Strategic Management of Change
  • Introduction
  • Three Basic Definitions
  • The Task of Managing Change
  • An Area of Professional Practice
  • A body of Knowledge
  • Strategic Management of Change
  • 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
  • Summary
  • Case Study: A Multi-department Acadamic Division of a University
  • Case Study: "Max" A Health Care Improvement Orgnisation
  • Review Questions
  • Organisational Diagnosis
  • Introduction
  • 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
  • Summary
  • Case Study: An Academic Department in a Public University
  • Case Study: "Ma Foi" An it Staffing Company
  • Review Questions
  • Orgnisational Development
  • Introduction
  • 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
  • Summary
  • Case Study: An Electronic Imaging Technology Company
  • Review Questions
  • 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
  • Summary
  • Case Study: "Genesis" A National Scientific Laboratory
  • Review Questions
  • Learning Orgnisation: The Ultimate Objective of Management of Change
  • Introduction
  • 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
  • Summary
  • Case Study: A software Development Company
  • Review Questions
  • Some Models of Organisational Change
  • Introduction.
  • Individualistic Model.

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