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Change Management and Organizational Development
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Change Management and Organizational Development

First Edition
  • Ratan Raina - Former Director General, Dev Bhoomi Group of Institutions, Dehradun
Additional resources:
Online Resources
September 2018 | 516 pages | SAGE Texts
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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

 
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

 

Supplements

Instructor Resource Site
Student Study Site

For instructors

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