Book description
Business is changing at a break-neck speed, so managers must be increasingly active in reorganizing their firms to gain a competitive edge. This textbook provides a discussion of change in relation to the complexities of organizational life, offering comprehensive coverage of the significant ideas and issues associated with change at all levels of organizational activity from the strategic to the operational and at the individual, group, organizational and societal levels. Taking both a theoretical and a practical approach to the issues of organizational change, the text seeks to meet both the academic and applied aims of most business and management courses. The book is ideal for both MBA students and those studying for the more specialist degrees in organizational change. Its structure and content make it accessible to final-level undergraduate business studies students.
Table of contents
- Cover
- Title Page
- Contents
- About the Author
- Dedication
- Foreword
- Preface
-
1. Business Organisation: The Domain of Change
- 1.1 Introduction: Meaning of Business As a Domain for Change
- 1.2 Organisation: The Key Area for Change
- 1.3 Organisational Structure
- 1.4 Forms of Business Organisation
- 1.5 Tools for Designing Sound Business Organisation
- 1.6 Organisation and Environment
- 1.7 Environmental Factors Leading to Change
- 1.8 Dimensions of Environment
- 1.9 Nature of Organisation-Environment Interface for Change
- 1.10 Role of Three Basic Circles for Organisational Change
- Summary
- Case Study: A Container Leasing Company
- Review Questions
-
2. Organisational Culture and Change
- 2.1 Introduction
- 2.2 Sources of Culture
- 2.3 Types of Culture
- 2.4 Significance of Culture During Change
- 2.5 Concept of Global Organisational Culture
- 2.6 Organisational Climate
- 2.7 Functionalities and Dysfunctionalities of Cultures
- 2.8 Strengths and Weaknesses of Indian Culture
- 2.9 Top Management and Organisational Culture
- 2.10 A Proactive Approach to Culture and Change
- Summary
- Case Study: A Fortune 500 Financial Services Company Supported by Offshore Services in India
- Case Study: ‘Globax’A High-tech Start-up Company
- Review Questions
-
3. Concept of Change
- 3.1 Introduction
- 3.2 Meaning of Organisational Change
- 3.3 Nature of Organisational Change
- 3.4 Pressure for Change
- 3.5 Planned Change
- 3.6 Types of Planned Change
- 3.7 Levels of Change
- 3.8 Change Cycle
- 3.9 Organisational Barriers to Change
- 3.10 Performance-driven Organisational Change
- 3.11 Rate of Change
- 3.12 Different States of Change
- 3.13 Creating Change
- 3.14 Implementation of Change
- 3.15 General Guidelines for Effective Change
- Summary
- Case Study: A Semiconductor Solutions Company with an Offshore Development Centre in India
- Review Questions
-
4. Organisational Resistance to Change
- 4.1 Introduction
- 4.2 Core Facts of Resistance to Change
- 4.3 Individual and Group Resistance to Change
- 4.4 Overcoming Resistance to Change
- 4.5 Strategies for Introducing Planned Change
- 4.6 Techniques to Manage Resistance During Change
- Summary
- Case Study: A Student Services Division of “National University”
- Review Questions
-
5. Organisational Change and Change Agents
- 5.1 Introduction
- 5.2 Change Agent: Definition and Meaning
- 5.3 Types of Change Agents
- 5.4 Key Roles in Organisational Change
- 5.5 Differences Between Internal and External Change Agents
- 5.6 Characteristics of a Good Change Agent
- 5.7 Timing the Entry of the Agent/Consultant into the Organisation
- 5.8 What Can a Change Agent Change?
- Summary
- Case Study: “Taj Mahal Group of Hotels” A Hospitality Company
- Review Questions
-
6. Strategic Management of Change
- 6.1 Introduction
- 6.2 Three Basic Definitions
- 6.3 Strategic Management of Change
- 6.4 Sequential Process of Change
- 6.5 Change Process As a Problem-solving and Problem-finding Approach
- 6.6 Change Management: Skill Requirements
- 6.7 Change Management: Four Basic Strategies
- 6.8 Factors in Selecting Change Strategy
- 6.9 Change Strategy Formulation and Implementation
- 6.10 Evaluation in the Strategic Change Process
- 6.11 Process of Transformational Change
- 6.12 Guidelines to Management of Effective Change
- Summary
- Case Study: A Multi-department Academic Division of a University
- Case Study: “MAX” A Health Care Improvement Organisation
- Review Questions
- 7. Organisational Diagnosis
- 8. Organisational Development
-
9. Manager as Catalyst of Change
- 9.1 Introduction: Role of a Manager
- 9.2 Developmental Supervision
-
9.3 Responsibilities of a Manager
- 9.3.1 Managers and Appraisal System
- 9.3.2 Managers and Career Planning
- 9.3.3 Managers and Training System
- 9.3.4 Managers and WorkSystem
- 9.3.5 Managers and Cultural System
- 9.3.6 Managers and Self-renewal System
- 9.3.7 Managers and Organisational Learning
- 9.3.8 Managers and Stress Management
- 9.3.9 Managers and Research
- 9.4 Motivation As the Soul of a Manager
- 9.5 Manager As Motivator of Employees
- 9.6 Using Power and Empowering Employees
- 9.7 Managerial Control
- 9.8 Coping Behaviour of a Manager
- 9.9 Consultant Support During Change
- 9.10 Manager and Group Dynamics
- 9.11 Obstacles in the Middle of Change and Howto Overcome Them
- 9.12 Classic Skills for An Effective Change Manager
- Summary
- Case Study: “Genesis” A National Scientific Laboratory
- Review Questions
-
10. Learning Organisation: The Ultimate Objective of Management of Change
- 10.1 Introduction
- 10.2 Nature of Learning Enterprises
- 10.3 Building a Learning Organisation
- 10.4 Features of a Learning Organisation
- 10.5 Total Quality Management and Learning Organisation
- 10.6 Blueprint of a Learning Organisation
- 10.7 Managing and Sustaining Change in a Learning Organisation
- 10.8 Basis of Learning Approach in an Organisation
- Summary
- Case Study: A Software Development Company
- Review Questions
-
11. Some Models of Organisational Change
- 11.1 Introduction
- 11.2 Individualistic Model
- 11.3 Role-oriented Model
- 11.4 Group (team)-oriented Model
- 11.5 Organisation-oriented Model
- 11.6 Lewin’s three-step Model
- 11.7 Equation Model of Organisational Behaviour and Performance
- 11.8 Satellite Model of Organisational Performance
- 11.9 Achieve Model of Performance
- 11.10 Johari’s Window Model
- 11.11 Managerial Grid/9:9 Grid Model
- 11.12 3-D Model of Leadership for Change
- 11.13 S. P S. T. Model of Organisational Culture
- 11.14 Rover’s Learning Process Model
- Summary
- Review Questions
-
12. Case Study: “21-Milestone”
- Case 1 It Smells Like Money
- Case 2 Nainital Crisis
- Case 3 Organising the President’s Administration
- Case 4 Samarth Rao and His ‘Alcoa’ Project
- Case 5 The Performance Rating
- Case 6 Magic Kingdom
- Case 7 The High-priced OD Consultant
- Case 8 Scenarios for Dealing with Change
- Case 9 Mr Krishna Rao’s Confusion
- Case 10 India in Diagnosis
- Case 11 Is It Workload or Motivation?
- Case 12 Training Programme in Hindustan
- Case 13 Doing My Own Thing
- Case 14 Bad Brakes
- Case 15 Rama and His Changing Plan
- Case 16 The Case Against ‘Vision’
- Case 17 A Combat Zone
- Case 18 Love It or Leave It
- Case 19 Rama Swami and the Rumour
- Case 20 Seeing the Forest and the Trees
- References and Selected Bibliography
- Acknowledgement
- Copyright
Product information
- Title: Organisational Change
- Author(s):
- Release date: September 2010
- Publisher(s): Pearson India
- ISBN: 9788177584318
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