Organizational Change and Development, 1/e

Organizational Change and Development, 1/e

The area of organizational development and change has undergone rapid changes over the last few years, both locally and in the global arena. Organizational Change and Development has tried to encapsulate and present the important concepts and practices that have emerged in the recent times. Indian c...

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Detalles Bibliográficos
Autor principal: Kumkum, Mukherjee (-)
Autor Corporativo: Mukherjee Kumkum (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Noida : Pearson India 2015.
Edición:1st ed
Colección:Always learning.
Materias:
Organizational change.
Industrial management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009820525806719
Tabla de Contenidos:
  • Cover
  • Copyright
  • Dedication
  • Contents
  • Preface
  • Acknowledgement
  • About the Author
  • Part 1 Organizational Change
  • Chapter 1 Understanding Organizations
  • Opening Case: What a Day!
  • LEARNING OBJECTIVES
  • NATURE OF ORGANIZATIONS
  • Definition of Organization
  • Concept Check
  • Importance of Organizations Today
  • Interactive Exercise
  • Organizations as Systems
  • Organizational Configuration
  • Interactive Exercise
  • Dimensions of an Organization
  • Concept Check
  • Types of organization
  • Organizational Typology
  • Organizational Goals
  • Importance of Organizational Goals
  • Organizational Strategies and Design
  • Emerging Organizational Designs
  • Glossary
  • Questions
  • References
  • Case Study: Blooming on the Offshore
  • Chapter 2 Organizational Effectivenessand Change
  • Opening Case: The Changing Time
  • LEARNING OBJECTIVES
  • Organizational Effectiveness
  • Concept Check
  • Rational Goals Model
  • Open Systems Model
  • Internal Process Model
  • Human Relations Model
  • Competing Value Model
  • Concept Check
  • Interactive Exercise
  • Need for change
  • Nature of Organizational Change
  • Forces for Change
  • External Forces for Change
  • Internal Forces for Change
  • Types of Change
  • Theories of Planned Change
  • Lewin's Force Field Analysis
  • Lewin's Three-Step Model of Change
  • Resistance to Change
  • Individual Resistance
  • Organizational Resistance
  • Managing Resistance to Change
  • Behavio ural Reactions to Change
  • Glossary
  • Questions
  • References
  • Case Study: Logicom Corporation
  • Chapter 3 Organizational Culture and Climate
  • Opening Case: Identical Across the World
  • LEARNING OBJECTIVES
  • What Is Organizational Culture?
  • Levels of Organizational Culture
  • Organizational Culture: Uniform or Pocketsof Different Cultures
  • Weak vs Strong Organizational Culture.
  • Role of Organizational Culture
  • Types of Organizational Culture
  • How Does Organizational Culture Start?
  • The Stages of Organizational Culture
  • How does organizational culture get transmitted?
  • Sustaining Organizational Culture
  • When organizational culture becomes a liability?
  • Changing Organizational Culture
  • Changing Workforce
  • Organizational Climate
  • Organizational Culture vs National Culture
  • Questions
  • References
  • Case Study: On Your Face
  • Chapter 4 Conflict and Negotiation in Organization
  • Opening Case: Life is Like That
  • LEARNING OBJECTIVES
  • What is a conflict?
  • Intra-individual Conflict
  • Role Conflict
  • Concept Check
  • Interpersonal Conflict
  • Functional and Dysfunctional Conflict
  • Concept Check
  • Interpersonal Conflict Process
  • Causes of Conflict
  • Organizational Factors
  • Perceptual Factors
  • Manager's Essence: Fight Between Accounts Department and Faculty Coordinator
  • Consequences of Dysfunctional Conflict within an Organization
  • Outcomes of Conflict
  • Management of Conflicts
  • Manager's Essence: Collaboration Between Two Sworn-in Enemies
  • Negotiation
  • Effect of Culture on Negotiation Process
  • Exercise: What is Your Style
  • Questions
  • References
  • Case Study: War at Work
  • Chapter 5 Management of Group Processes
  • LEARNING OBJECTIVES
  • Definition of Groups
  • Reasons for Joining a Group
  • Concept Check
  • Types of Groups
  • Concept Check
  • How Are Groups Formed?
  • Teams and Groups
  • Real World Focus: Senior vs. Junior Managers in a Large PSU
  • Team Effectiveness Model
  • Organizational and Team Environment
  • Team Design
  • Team Building
  • Outbound Experiential Learning
  • Group Decision Making
  • Techniques for Improving Group Decision Making
  • Interactive Exercise
  • Glossary
  • Questions
  • References
  • Case Study: The Team Building Effort of the New Director.
  • Chapter 6 Leadership and Change
  • Opening Case: Two Men in the Early Morning
  • LEARNING OBJECTIVES
  • Leadership
  • Concept Check
  • Critical Exercise
  • Leadership and Change
  • Manager's Essence: Organizational Insight
  • Leaders vs Managers: Some Fundamental Differences
  • Concept Check
  • Theories of Leadership
  • Traits Theory
  • Behaviouristic Theory
  • Leader-Member Exchange (LMX) Model
  • Contingency Theories
  • Concept Check
  • Likert 's Four Styles of Management
  • The Path-Goal Theory
  • Manager's Essence: How to Deal with Them?
  • Transformational Leadership
  • Summary
  • Glossary
  • Questions
  • References
  • Students' Activity: Identify Great Leaders
  • Case study: The New MD at Indian Metallurgical
  • Chapter 7 Power and Politics
  • Opening Case: Invisible Strings
  • LEARNING OBJECTIVES
  • What is power?
  • Power Dynamics
  • Power and Dependency
  • Concept Check
  • Power and Counter-power
  • Source of Power
  • Interpersonal Power
  • Structural Power
  • Concept Check
  • Effective Use of Power: Various Influence Strategies
  • Managers' Issue: Mismatch Between Exertion of Power and Its After Effect
  • Probable Effects of Power
  • Manager's Essence: Misjudgement About the Power Balance
  • Organizational Politics
  • Individual Factors
  • Organizational Factors
  • Questions
  • References
  • Case Study: At Daggers' End!
  • Chapter 8 Process of Employee Empowerment
  • Opening Case: The Valour of Employees that Saved Lives on a Day of Carnage
  • LEARNING OBJECTIVES
  • What Is Empowerment?
  • Definition of Employee Empowerment
  • Characteristics of Employee Empowerment
  • Concept Check
  • Manager's Essence: Red Rickshaw Revolution
  • Process of Employee Empowerment
  • Characteristics of Empowered Organizations
  • Benefits of Empowerment
  • Concept Check
  • Problems of Employee Empowerment
  • Concept Check
  • Steps of Empowerment.
  • Empowerment and Organization Development
  • Glossary
  • Questions
  • References
  • Case Study: 'Whose Job Is It Anyway?'
  • Chapter 9 Management of Diversity Including Gender Issues and Cross-cultural Dynamics
  • Opening Case: Surviving in a Melting Pot of Culture
  • LEARNING OBJECTIVES
  • Definition of Diversity
  • Primary vs Secondary Dimensions of Diversity
  • Concept Check
  • Prejudices and Stereotypes
  • Assimilation vs Valuing Diversity
  • Managing Diversity
  • Diversity Programmes
  • Diversity Awareness Training
  • Glossary
  • Questions
  • References
  • Case Study: Reaching to the Top Through Leveraging Diversity
  • Chapter 10 Organizational Change
  • LEARNING OBJECTIVES
  • Need for change
  • Concept Check
  • Nature of Organizational Change
  • Forces RESPONSIBLE for Change
  • External Forces Responsible for Change
  • Internal Forces for Change
  • Types of Change
  • Theories of Planned Change
  • Lewin's Force Field Analysis
  • Different Models for Understan ding Change
  • Lewin's Three Step Model of Change
  • McKinsey 7-S Model
  • Burke-Litwin Causal Model
  • Nadler and Tashman Organizational Congruence Model
  • Resistance to Change
  • Individual Resistance
  • Organizational Resistance
  • Managing Resistance to Change
  • Behavioural Reactions to Change
  • Manager's Essence: Initiating Changes in Tata Motors
  • Concept Check
  • Questions
  • References
  • Case Study: Change Effort in a Nationalized Bank
  • Part 2 Organizational Development
  • Chapter 11 Organization Development
  • Opening Case: Strategic Rethinking at TCS
  • LEARNING OBJECTIVES
  • Introduction
  • Why Organization Development?
  • Definition of Organization Development
  • Characteristics of OD
  • Who Does OD?
  • Concept Check
  • History of OD as a Discipline
  • First Generation of OD
  • Second Generation of OD
  • Third Generation of OD
  • OD in India
  • Interactive Exercise.
  • Seven Stages of OD Cycle
  • Questions
  • References
  • Case Study: JPT-Where Things Do Not Change
  • Chapter 12 Agents for Organization Development
  • Opening Case: Change of Guards at Tata Sons
  • LEARNING OBJECTIVES
  • Change Agents: Who will take the cudgel?
  • Role of Change Agents in an Organization
  • Who practices OD?
  • OD Specialists and Practitioners
  • Internal Change Agents
  • Concept Check
  • Skills and Competencies Required for Effective Change Agents
  • Concept Check
  • Values and Ethics of OD Consultants
  • Questions
  • Case Study: Bringing in a Gradual Change
  • Chapter 13 Organization Development and Its Steps
  • Opening Case: An OD Intervention Effort
  • LEARNING OBJECTIVES
  • Diagnosing the Organization
  • Concept Check
  • Weisbord's Six-box Model
  • Manager's Essence: Slow but Steady
  • The Different Phases of OD Programme
  • Questions
  • REFERENCE
  • Case Study: Shift in Business at United Engineers
  • Chapter 14 Different OD Intervention Strategies
  • Opening Case: Wesman Group of Industries
  • LEARNING OBJECTIVES
  • Action Research and Organizational Development Intervention Strategies
  • What Is an OD Intervention?
  • Concept Check
  • Characteristics of OD Interventions
  • Implementing OD Interventions
  • Evaluating OD Interventions
  • Categories of OD Intervention Strategies
  • Brief Overview of Different OD Interventions
  • Life and Career Planning
  • Mentoring, Coaching and Counselling
  • Education and Training
  • T-Group
  • Team Building
  • Process Consultation
  • Intergroup Team Building
  • Organization Mirror Intervention
  • Force Field Analysis
  • Survey Feedback
  • Third-party Intervention
  • Managerial Grid
  • Appreciative Inquiry
  • Search Conference
  • Confrontation Meeting
  • Questions
  • References
  • Case Study: The Battleground
  • Untitled.

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