图书简介

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

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