Written specifically as a core textbook for management students, this book is an essential companion in today's rapidly changing globalized business setting.
A must-have title for all business and management students, this textbook offers a comprehensive account of the theory, practice and research related to change management and organizational development. Drawing upon and integrating current theories and practices, the book provides a pragmatic insight into all aspects of organizational change and development. Focussing especially on issues related to India, the author evaluates the key concerns underlying the dynamics of change and implements a framework to maximize value-based development in any organization.
An engaging, jargon-free and practical text, Change Management and Organizational Development will also be an extremely useful resource for corporate managers, trainers and practitioners.
Key Features:
? Includes subjects affecting growth of an organization such as Mergers and Acquisitions, Quality Management, Performance Management and Organizational Health Survey.
? All complex topics and concepts have been supplemented with abundance of figures, tables, industry examples and flow charts to ensure clarity and better understanding.
? Covers recent literature and future trends in change management and organization development
Auflage
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Maße
Höhe: 241 mm
Breite: 184 mm
Gewicht
ISBN-13
978-93-5280-688-1 (9789352806881)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Ratan Raina held a number of important positions such as Director General of Dev Bhoomi Group of Institutions, Dehradun, Director-cum-Chief Executive of Sri Guru Ram Rai Institute of Technology and Science (now a university) and Dean of Graphic Era Deemed University, Dehradun. He has delivered a number of lectures and presented research papers at various prestigious institutions and organizations such as IIMs, ONGC, Hindalco Industries Ltd, Canada World Youth and various other organisations.
Prior to switching over to academics, he worked with the aluminium giant Hindalco, a flagship company of the Aditya Birla Group, at senior management level. This experience helped him to learn practical aspects of industrial functioning. Dr Raina was selected by the Government of India to head an international educational exchange programme with Canada and was responsible for providing effective leadership for smooth conduct of the programme. Professionally, he is interested in the areas of human resource management, developing interpersonal relations, performance management and change management.
He has been awarded by the Government of India for conceptual thinking, analytical skill and excellence in academic planning at the Officers' Training Academy, a prestigious military academy of the country.
Dr Raina has done MBA from Madurai Kamaraj University and PhD from Sant Gadge Baba Amravati University.
He was commissioned in the 4/9 Gorkha Rifles (The CHINDITS) and served the nation for nearly three decades
Preface
Acknowledgement
PART I : OVERVIEW OF ORGANIZATIONAL CHANGE
Chapter 1: Organizational Change: An Overview
Introduction
Aim of Organizational Change
Importance of Managing Change
The Present Business Environment
Change Levers - Forces Pressurizing for Change
An Introduction to Type of Changes
Theories of Organizational Change
The Teleological Motor Theory
Organizational Agility: A key to the Organizational Growth
Summary
CHAPTER 2 Models of Change
Introduction
Kurt Lewin's Three-step Model (1950-1952)
Six-Box Model of Marvin Weisbord
The McKinsey 7-S Model
Huse's Model of Planned Organizational Change
Action Research Model
David Nadler and Michael Tushman Model
Porras and Silvers Model (1991)
The Burke-Litwin Causal Model
John Kotter's Eight Step Theory
Organizational Intelligence Model (2004)
Managing Change with ADKAR Model
Integrated Model of Change
Comparison and Critical Analysis of Change Models
Summary
Chapter 3: Leading and Managing of Change
Introduction
An Integrated Approach to Organizational Change
Change Strategies
Factors Influencing in Selecting a Change Strategy
Response of Employees to Change
Process of Planned Change
Steps of Planned Change
Summary
CHAPTER 4 Resistance to Change
Introduction
What is Resistance to Change?
Why Employees Resist Change?
Reason for Resistance at Individual Level
Reason for Resistance at Organizational Level
Resistance due to Emotional Reasons
Value of Resistance
Ways of Managing Resistance to Change
Summary
PART II: OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
Chapter 5: Organizational Development
Introduction
Evolution of OD
OD in India
What Is OD?
Recent Trends in OD
Objectives of OD Programme
OD Activities
Values, Beliefs and Assumption of OD
Process of OD
Summary
CHAPTER 6 Organizational Diagnosis: A Management Tool for Change
Introduction
What is the Organizational Diagnosis?
Role and Responsibility at Various Levels during the Process of Organizational Diagnosis
Process and Stages of Organizational Diagnosis
Level of Organizational Diagnosis
Organizational Factors to be Covered During Diagnosis
Summary
Chapter 7: OD Intervention
Introduction
Meaning and Criteria of Effective Interventions
The Purpose of Reasons for Interventions
Type of Interventions
Type of LGIs
Differences Between LGIs and Traditional Change Models
Advantages and Usefulness of LGIs
Intervention Strategy of Downsizing
Summary
Chapter 8: Role of Change Leaders and Change Agents for Managing Change
Introduction
Role of Change Leader in Changing Business Environment
What Makes a Person Successful Change Leader
Competencies of Organizational Change Leader
Change Agent
Summary
PART III: HUMAN PROCESS INTERVENTION
CHAPTER 9 Team-building
Introduction
What is a Team?
Difference Between a Team and Group
Type of Teams
Tuckman's Model: Five Stages of Team-building
Process to Promote Team-building
Employee Development Programmes and Their Implementation
12 Cs for Team Building Activities
Summary
Chapter 10: Performance Management: An Intervention Tool for Organizational Growth
Introduction
What Is Performance Management?
Objectives and Uses of PA System
A Process of Performance Management System
Methods of PA 203
Uses of PA System
Designing of a PA Format and its Components
Process of PA
Role of Reporting Officers and HR Department
Conducting Performance Appraisal Interview
Difference between Performance Management and PA
Summary
Chapter 11: Role of Communication in Managing Change
Introduction
Importance of Communication in Managing Organizational Change
Guiding Principles of Communication for Managing Change
Communication Strategy for Implementing Change
the Role of Leaders for Managing Change through Effective Communication Strategy
Summary
PART IV: HUMAN RESOURCE MANAGEMENT INTERVENTION
CHAPTER 12 Management of Power, Politics and Conflict During the Process of Change
Introduction
The Meaning of Power and its Sources
Sources of Power
Bases of Power
Relationship between Authority, Power and Influence
Organizational Politics and How People Grab it?
Change Leader's Role in Managing Politics during the Process of Organizational Change
Conflict during Organizational Change and its Management
Type of Conflicts
Impact of Conflict
Effects of Conflict
Causes of Conflict
Conflict Management
Third Party Intervention
Summary
Chapter 13: Managing Stress During Organizational Change
Introduction
What is Stress?
Sources of Stress at Workplace
Characteristics of Present Business Environment and Stress
Symptoms of Stress
Causes of Stress during Organizational Change
Coping Strategies to Manage Stress during the Organizational Change
Summary
PART V: TECHNOSTRUCTURE INTERVENTION
CHAPTER 14 Organizational Structure and Change
Introduction
What is an Organizational Structure?
The Basic Elements and Characteristics of Organizational Structure
Reasons for Redesigning Organizational Structure
Types of Organizational Structure and their Advantages and Disadvantages
Boundaryless Organization
Learning Organizations
Summary
Chapter 15: Change Through Quality Management Techniques
Introduction
Historical Background and Evaluation of Quality Movement
Meaning of Quality
Contribution of Quality Management Concepts for Achieving Business Excellence
TQM and its History
The Philosophy of TQM
Basic Principles of TQM
Quality Awards and their Impact on the Growth of an Organization
Summary
PART VI: STRATEGIC INTERVENTION
Chapter 16: Organizational Growth Through Merger and Acquisition
Introduction
Global Trend of M&A
M&A in India
Purpose and Type of M&A
Acquition
Difference between Merger and Acquisition
Motives of M&A
M&A Strategy and Process
Reasons for Success and Failure of M&A
What is Due Diligence?
Summary
Chapter 17: Change Management and Organizational Culture
Introduction
What is Organizational Culture and the Factors Influencing it?
Work Culture and its Type
Advantages of Positive Organizational Work Culture
Ways of Developing an Appropriate Organizational Work Culture
Strategies for Managing Cultural Diversity during M&A
Summary
PART VII: RECENT TRENDS IN ORGANIZATIONAL DEVELOPMENT
Chapter 18: Organizational Health Survey
Introduction
What is Organizational Health?
Purpose of Survey Feedback
Aim of OHS
Designing of Questionnaire for the Survey
Importance of OHS for Growth of an Organization
Summary
Chapter 19: Knowledge Management
Introduction
Knowledge Management and its Objectives
Characteristics of Knowledge Management
Historical Background of Knowledge Management
The Need and Importance of Knowledge Management
Types of Knowledge
Process of Implementing Knowledge Management
Guiding Principles for Planning of Knowledge Management
Reasons for Success and Failure of Knowledge Management
Problems Related to Management of Knowledge
Summary
Chapter 20: Role of Organizational Development in Future Business Environment
Introduction
Likely Future Global Business Environment
Economic Interdependence for Mutual Growth
Energy: The Key Enabler to Economic Growth
Changing Business Environment and Future Direction in OD
Role of Intercultural Communication in Cross Cultural Diversity
Summary
PART VIII: CASE STUDIES
CHAPTER 21 Case Study Method of Teaching
Introduction
Part I: Case Study Methodology
Part I: Case Study Methodology
What is Case Study?
Case study Discussion in Classroom
Part II: Case Studies
Case-1: Hindalco-Novelis Acquisition: Creating an Aluminium Global Giant
Case-2: Internal Change Agent: How Students are Making a Difference to Teaching and Learning at The University of Nottingham, UK
Case-3: GE's Two Decade Transformation under the leadership of Jack Welch
Case-4: The Quest for Excellence: A Case Study of TQM Practice in Tata Steel
Part II: Recommended Case Studies for Class Discussion
Index
