Catalogue

Record Details

Catalogue Search

[ 2 filters applied ]

Back To Results
Showing Item 3 of 7
Change management and organizational development Cover Image Book Book

Change management and organizational development

Raina, Ratan (author.).

Record details

  • ISBN: 9789352806881 (Paper)
  • ISBN: 9352806883 (Paper)
  • Physical Description: print
    xxxii, 467 pages, 8 differently numbered pages : illustrations ; 25 cm.
  • Publisher: Los Angeles : SAGE Publications India Pvt Ltd, [2018]

Content descriptions

Bibliography, etc. Note: Includes bibliographical references and index.
Formatted Contents Note: : Overview of organizational change -- Organizational change: an overview -- Models of change -- Leading and managing of change -- Resistance to change -- Overview and process of organizational development -- Organizational development -- Organizational diagnosis : a management tool for change -- OD intervention -- Role of change leaders and change agents for managing change -- Human process intervention -- Team building -- Performance management: an intervention tool for organizational growth -- Role of communication in managing change -- Human resource management intervention -- Management of power, politics and conflict during the process of change -- Managing stress during organizational change -- Technostructural intervention -- Organizational structure and change -- Change through quality management techniques -- Strategic intervention -- Organizational growth through merger and acquisition -- Change management and organizational culture -- Latest trends in organizational development -- Organizational health survey -- Knowledge management -- Role of organizational development in future business environment -- Case studies -- Case study method of teaching -- Index.

Search for related items by subject

Subject: Organizational change
Management
Communication in management
Personnel management
Corporate culture

Available copies

  • 1 of 1 copy available at Vancouver Community College.

Holds

  • 0 current holds with 1 total copy.
Show Only Available Copies
Location Call Number / Copy Notes Barcode Shelving Location Circulation Modifier Holdable? Status Due Date Courses
Downtown Library HD 58.8 R35 2018 (Text) 33109010310761 Stacks Volume hold Available -
► Summaries & More
▼ Additional Content
List of Tables
xvii
List of Figures
xxi
List of Exhibits
xxv
Preface xxvii
Acknowledgements xxxiii
About the Author xxxv
PART 1 OVERVIEW OF ORGANIZATIONAL CHANGE
Chapter 1 Organizational Change: An Overview
3(22)
Introduction
3(1)
Aim of Organizational Change
4(1)
Importance of Managing Change
4(3)
The Present Business Environment
7(2)
Change Levers: Forces Pressurizing for Change
9(1)
An Introduction to Types of Changes
10(3)
Theories of Organizational Change
13(3)
The Teleological Motor Theory
16(1)
Organizational Agility: A Key to the Organizational Growth
16(2)
Summary
18(7)
Chapter 2 Models of Change
25(35)
Introduction
25(1)
Kurt Lewin's Three-step Model (1950--1952)
26(3)
Six-box Model of Marvin Weisbord
29(2)
The McKinsey 7-S Model
31(1)
Huse's Model of Planned Organizational Change
32(1)
Action Research Model
33(3)
David Nadler and Michael Tushman Model
36(1)
Porras and Silvers Model (1991)
37(2)
The Burke-Litwin Causal Model
39(2)
John Kotter's Eight-step Theory
41(3)
Organizational Intelligence Model (2004)
44(1)
Managing Change with ADKAR Model
45(2)
Integrated Model of Change
47(3)
Comparison and Critical Analysis of Change Models
50(1)
Summary
51(9)
Chapter 3 Leading and Managing of Change
60(22)
Introduction
60(1)
An Integrated Approach to Organizational Change
61(4)
Change Strategies
65(4)
Factors Influencing in Selecting a Change Strategy
69(1)
Response of Employees to Change
70(3)
Process of Planned Change
73(1)
Steps of Planned Change
74(8)
Summary
Chapter 4 Resistance to Change
82(21)
Introduction
82(1)
What Is Resistance to Change?
83(1)
Why Employees Resist Change?
83(2)
Reason for Resistance at Individual Level
85(2)
Reason for Resistance at Organizational Level
87(2)
Resistance Due to Emotional Reasons
89(1)
Value of Resistance
89(1)
Ways of Managing Resistance to Change
90(4)
Summary
94(9)
PART 2 OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
Chapter 5 Organizational Development
103(17)
Introduction
103(1)
Evolution of OD
104(2)
OD in India
106(1)
What Is OD?
106(2)
Recent Trends in OD
108(1)
Objectives of OD Programme
109(1)
OD Activities
110(1)
Values, Beliefs and Assumptions of OD
111(1)
Process of OD
112(3)
Summary
115(5)
Chapter 6 Organizational Diagnosis: A Management Tool for Change
120(20)
Introduction
120(1)
What Is the Organizational Diagnosis?
121(1)
Role and Responsibility at Various Levels During Organizational Diagnosis
121(3)
Process and Stages of Organizational Diagnosis
124(4)
Levels of Organizational Diagnosis
128(6)
Organizational Factors to Be Covered During Diagnosis
134(2)
Summary
136(4)
Chapter 7 OD Intervention
140(20)
Introduction
140(1)
Meaning and Criteria of Effective Interventions
141(1)
The Purpose for Interventions
142(1)
Types of Interventions
143(4)
Types of LGIs
147(1)
Differences Between LGIs and Traditional Change Models
148(2)
Advantages and Usefulness of LGIs
150(1)
Intervention Strategy of Downsizing
150(3)
Summary
153(7)
Chapter 8 Role of Change Leaders and Change Agents for Managing Change
160(21)
Introduction
160(1)
Role of a Change Leader in Changing Business Environment
161(1)
What Makes a Person Successful Change Leader?
161(4)
Competencies of an Organizational Change Leader
165(2)
Change Agent
167(8)
Summary
175(6)
PART 3 HUMAN PROCESS INTERVENTION
Chapter 9 Team-building
181(17)
Introduction
181(1)
What Is a Team?
182(1)
Difference Between a Team and a Group
183(2)
Types of Teams
185(2)
Tuckman's Model: Five Stages of Team-building
187(3)
Process to Promote Team-building
190(1)
Employee Development Programmes and Their Implementation
191(1)
12 CS for Team-building Activities
192(2)
Summary
194(4)
Chapter 10 Performance Management: An Intervention Tool for Organizational Growth
198(24)
Introduction
198(1)
What Is Performance Management?
199(1)
Objectives and Uses of PA System
199(2)
A Process of Performance Management System
201(2)
Methods of PA
203(6)
Uses of PA System
209(1)
Designing of a PA Format and Its Components
209(2)
Process of PA
211(1)
Roles of Reporting Officers and HR Department
212(3)
Conducting the Appraisal Interview
215(2)
Differences Between Performance Management and PA
217(1)
Summary
218(4)
Chapter 11 Role of Communication in Managing Change
222(19)
Introduction
222(1)
Importance of Communication in Managing Organizational Change
223(1)
Guiding Principles of Communication for Managing Change
224(1)
Communication Strategy for Implementing Change
225(5)
The Role of Leaders for Managing Change Through Effective Communication Strategy
230(3)
Summary
233(8)
PART 4 HUMAN RESOURCE MANAGEMENT INTERVENTION
Chapter 12 Management of Power, Politics and Conflict During the Process of Change
241(23)
Introduction
241(1)
The Meaning of Power and Its Sources
242(1)
Sources of Power
243(1)
Bases of Power
243(1)
Relationship Between Authority, Power and Influence
244(2)
Organizational Politics and How People Grab It?
246(1)
Change Leader's Role in Managing Politics During the Process of Organizational Change
247(2)
Conflict During Organizational Change and Its Management
249(1)
Types of Conflicts
250(2)
Impact of Conflict
252(1)
Effects of Conflicts
253(1)
Causes of Conflict
253(1)
Conflict Management
254(3)
Third-party Intervention
257(1)
Summary
258(6)
Chapter 13 Managing Stress During Organizational Change
264(23)
Introduction
264(1)
What Is Stress?
265(1)
Sources of Stress at Workplace
266(1)
Characteristics of Present Changing Business Environment and Stress
266(6)
Symptoms of Stress
272(2)
Causes of Stress During Organizational Change
274(1)
Coping Strategies to Manage Stress During the Organizational Change
275(4)
Summary
279(8)
PART 5 TECHNOSTRUCTURAL INTERVENTION
Chapter 14 Organizational Structure and Change
287(18)
Introduction
287(1)
What Is an Organizational Structure?
288(1)
The Basic Elements and Characteristics of Organizational Structure
288(3)
Reasons for Redesigning Organizational Structure
291(2)
Types of the Organizational Structure and Their Advantages and Disadvantages
293(6)
Boundaryless Organization
299(1)
Learning Organizations
300(1)
Summary
301(4)
Chapter 15 Change Through Quality Management Techniques
305(24)
Introduction
305(1)
Historical Background and Evaluation of Quality Movement
306(1)
Meaning of Quality
307(1)
Contribution of Quality Management Concepts for Achieving Business Excellence
308(4)
TQM and Its History
312(2)
The Philosophy of TQM
314(2)
Basic Principles of TQM
316(1)
Quality Award Models and Their Impact on the Growth of an Organization
317(4)
Summary
321(8)
PART 6 STRATEGIC INTERVENTION
Chapter 16 Organizational Growth Through Merger and Acquisition
329(24)
Introduction
329(1)
Global Trend of M&A
330(2)
M&A in India
332(1)
Purpose and Types of M&A
333(2)
Acquisition
335(2)
Difference Between Merger and Acquisition
337(1)
Motives of M&A
337(1)
M&A Strategy and Process
338(5)
Reasons for Success and Failure of M&A
343(3)
What Is Due Diligence?
346(1)
Summary
346(7)
Chapter 17 Change Management and Organizational Culture
353(20)
Introduction
353(1)
What Is Organizational Culture and Factors Influencing It?
354(1)
Work Culture and Its Types
355(2)
Advantages of Positive Organizational Work Culture
357(1)
Ways of Developing an Appropriate Organizational Work Culture
358(4)
Strategies for Managing Cultural Diversity During M&A
362(3)
Summary
365(8)
PART 7 LATEST TRENDS IN ORGANIZATIONAL DEVELOPMENT
Chapter 18 Organizational Health Survey
373(20)
Introduction
373(1)
What Is Organizational Health?
374(2)
Purpose of Survey Feedback
376(1)
Aims of OHS
377(2)
Designing of Questionnaire for the Survey
379(6)
Importance of OHS for the Growth of an Organization
385(1)
Summary
386(7)
Chapter 19 Knowledge Management
393(21)
Introduction
393(1)
Knowledge Management and Its Objectives
394(2)
Characteristics of Knowledge Management
396(1)
Historical Background of Knowledge Management
396(2)
The Need and Importance of Knowledge Management
398(2)
Types of Knowledge
400(1)
Process of Implementing Knowledge Management
401(3)
Guiding Principles for Planning of Knowledge Management
404(1)
Reasons for Success and Failure of Knowledge Management
405(2)
Problems Related to Management of Knowledge
407(2)
Summary
409(5)
Chapter 20 Role of Organizational Development in Future Business Environment
414(17)
Introduction
414(1)
Likely Future Global Business Environment
415(1)
Economic Interdependence for Mutual Growth
416(1)
Energy: The Key Enabler to Economic Growth
417(2)
Changing Business Environment and Future Directions in OD
419(3)
Role of Intercultural Communication in Cross-cultural Diversity
422(4)
Summary
426(5)
PART 8 CASE STUDIES
Chapter 21 Case Study Method of Teaching
431(1)
Introduction
431(1)
Part I Case Study Methodology
431(1)
What Is a Case Study?
431(1)
Case Study Discussion in the Classroom
432(1)
Part II Case Studies
432(1)
Case 1 Hindalco--Novelis Acquisition Creating an Aluminium Global Giant
433(16)
Case 2 Internal Change Agent: How Students Are Making a Difference to Teaching and Learning at the University of Nottingham, UK
449(5)
Case 3 GE's Two-decade Transformation under the Leadership of Jack Welch
454(5)
Case 4 The Quest for Excellence: A Case Study of TQM Practice in Tata Steel
459(7)
Part III Recommended Case Studies for Class Discussion
466
Solutions to Objective Questions 1(1)
Index 1

► Shelf Browser
► MARC Record
Back To Results
Showing Item 3 of 7

Additional Resources