Preface
Acknowledgement
PART I : OVERVIEW OF ORGANIZATIONAL CHANGE
Chapter 1: Organizational Change: An Overview
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
CHAPTER 2 Models of Change
Kurt Lewin’s Three-step Model (1950–1952)
Six-Box Model of Marvin Weisbord
Huse’s Model of Planned Organizational Change
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
Chapter 3: Leading and Managing of Change
An Integrated Approach to Organizational Change
Factors Influencing in Selecting a Change Strategy
Response of Employees to Change
Process of Planned Change
CHAPTER 4 Resistance to Change
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
Ways of Managing Resistance to Change
PART II: OVERVIEW AND PROCESS OF ORGANIZATIONAL DEVELOPMENT
Chapter 5: Organizational Development
Objectives of OD Programme
Values, Beliefs and Assumption of OD
CHAPTER 6 Organizational Diagnosis: A Management Tool for Change
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
Chapter 7: OD Intervention
Meaning and Criteria of Effective Interventions
The Purpose of Reasons for Interventions
Differences Between LGIs and Traditional Change Models
Advantages and Usefulness of LGIs
Intervention Strategy of Downsizing
Chapter 8: Role of Change Leaders and Change Agents for Managing Change
Role of Change Leader in Changing Business Environment
What Makes a Person Successful Change Leader
Competencies of Organizational Change Leader
PART III: HUMAN PROCESS INTERVENTION
CHAPTER 9 Team-building
Introduction
Difference Between a Team and Group
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
Chapter 10: Performance Management: An Intervention Tool for Organizational Growth
What Is Performance Management?
Objectives and Uses of PA System
A Process of Performance Management System
Designing of a PA Format and its Components
Role of Reporting Officers and HR Department
Conducting Performance Appraisal Interview
Difference between Performance Management and PA
Chapter 11: Role of Communication in Managing Change
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
PART IV: HUMAN RESOURCE MANAGEMENT INTERVENTION
CHAPTER 12 Management of Power, Politics and Conflict During the Process of Change
The Meaning of Power and its Sources
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
Chapter 13: Managing Stress During Organizational Change
Sources of Stress at Workplace
Characteristics of Present Business Environment and Stress
Causes of Stress during Organizational Change
Coping Strategies to Manage Stress during the Organizational Change
PART V: TECHNOSTRUCTURE INTERVENTION
CHAPTER 14 Organizational Structure and Change
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
Chapter 15: Change Through Quality Management Techniques
Historical Background and Evaluation of Quality Movement
Contribution of Quality Management Concepts for Achieving Business Excellence
Quality Awards and their Impact on the Growth of an Organization
PART VI: STRATEGIC INTERVENTION
Chapter 16: Organizational Growth Through Merger and Acquisition
Difference between Merger and Acquisition
Reasons for Success and Failure of M&A
Chapter 17: Change Management and Organizational Culture
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
PART VII: RECENT TRENDS IN ORGANIZATIONAL DEVELOPMENT
Chapter 18: Organizational Health Survey
What is Organizational Health?
Purpose of Survey Feedback
Designing of Questionnaire for the Survey
Importance of OHS for Growth of an Organization
Chapter 19: Knowledge Management
Knowledge Management and its Objectives
Characteristics of Knowledge Management
Historical Background of Knowledge Management
The Need and Importance of Knowledge Management
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
Chapter 20: Role of Organizational Development in Future Business Environment
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
PART VIII: CASE STUDIES
CHAPTER 21 Case Study Method of Teaching
Part I: Case Study Methodology
Part I: Case Study Methodology
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