Change Management and Organizational Development

About the Book

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

Table of Contents:
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

About the Author :
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