book

Organizational Change

Name: Organizational Change
Author: Harsh Pathak
ISBN: 9789332510654

by Harsh Pathak

December 2012

Intermediate to advanced

404 pages

10h 58m

English

Pearson India

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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 Change1.2 Organisation: The Key Area for Change1.3 Organisational Structure1.3.1 Types of Organisational Structure1.4 Forms of Business Organisation1.4.1 Private Sector Business Organisations1.4.2 Public Sector Business Organisations1.4.3 Co-operative Sectors Business Organisation1.5 Tools for Designing Sound Business Organisation1.6 Organisation and Environment1.7 Environmental Factors Leading to Change1.7.1 External Forces of Change1.7.2 Internal Forces for Change1.8 Dimensions of Environment1.8.1 Multidimensional Environment1.8.2 Stable, Changing and Turbulent Environment1.9 Nature of Organisation-Environment Interface for Change1.10 Role of Three Basic Circles for Organisational ChangeSummaryCase Study: A Container Leasing CompanyReview Questions
2. Organisational Culture and Change
2.1 Introduction2.2 Sources of Culture2.3 Types of Culture2.3.1 Charismatic vs Self-sufficient Cultures2.3.2 Paranoid vs Trusting Culture2.3.3 Avoidant vs Achievement Cultures2.3.4 Politicised vs Focused Cultures2.3.5 Bureaucratic vs Creative Culture2.4 Significance of Culture During Change2.5 Concept of Global Organisational Culture2.6 Organisational Climate2.7 Functionalities and Dysfunctionalities of Cultures2.7.1 Fatalism2.7.2 Ambiguity Tolerance2.7.3 Contextualism2.7.4 Temporalness2.7.5 Collectivism2.7.6 Particularism2.7.7 Other Directedness2.7.8 Androgyny2.7.9 Tolerance for Power Distance2.8 Strengths and Weaknesses of Indian Culture2.8.1 Extension Motivation2.8.2 Synthesis2.8.3 Dependency Motive2.8.4 Fatalism2.8.5 Non-involvement and Non-commitment2.8.9 Individualism2.8.10 Irreality Orientation2.9 Top Management and Organisational Culture2.9.1 Managing Organisational Culture2.10 A Proactive Approach to Culture and ChangeSummaryCase Study: A Fortune 500 Financial Services Company Supported by Offshore Services in IndiaCase Study: ‘Globax’A High-tech Start-up CompanyReview Questions
3. Concept of Change
3.1 Introduction3.2 Meaning of Organisational Change3.3 Nature of Organisational Change3.3.1 Evolutionary Change3.3.2 Revolutionary Change3.3.3 Proactive vs reactive Change3.4 Pressure for Change3.4.1 Nine Winds of Change3.5 Planned Change3.6 Types of Planned Change3.7 Levels of Change3.8 Change Cycle3.8.1 Participative Change Cycle3.8.2 Directive Change Cycle3.8.3 Is There a ‘Best’ Strategy for Change?3.8.4 Advantages/Disadvantages of Change Cycles3.9 Organisational Barriers to Change3.10 Performance-driven Organisational Change3.11 Rate of Change3.11.1 Organisational Efficiency and Effectiveness3.12 Different States of Change3.12.1 The Future State of Change3.12.2 The Current State of Change3.12.3 The Delta State of Change3.13 Creating Change3.14 Implementation of Change3.14.1 Practical Tools to Understand Change3.15 General Guidelines for Effective ChangeSummaryCase Study: A Semiconductor Solutions Company with an Offshore Development Centre in IndiaReview Questions

4. Organisational Resistance to Change
4.1 Introduction4.1.1 Reactions to Change4.2 Core Facts of Resistance to Change4.3 Individual and Group Resistance to Change4.3.1 Individual Resistance4.3.2 Organisational Resistance4.3.3 Consequences of Resistance to Change4.4 Overcoming Resistance to Change4.5 Strategies for Introducing Planned Change4.5.1 Empirical-rational Strategy4.5.2 Normative-reductive Strategy4.5.3 Power-coercive Strategy4.6 Techniques to Manage Resistance During Change4.6.1 Education and Communication4.6.2 Sense of Participation andInvolvement4.6.3 Assistance and Support4.6.4 Incentives4.6.5 Negotiation4.6.6 Manipulation and Co-optation4.6.7 Coercion4.6.8 Other Strategies for Introducing ChangeSummaryCase Study: A Student Services Division of “National University”Review Questions
5. Organisational Change and Change Agents
5.1 Introduction5.2 Change Agent: Definition and Meaning5.3 Types of Change Agents5.3.1 Internal Change Agent5.3.2 Role of Internal Change Agent5.3.3 External Change Agent5.3.4 Need for an External Change Agent5.4 Key Roles in Organisational Change5.4.2 Consultant(s)5.4.1 Corporate Management5.4.3 Internal Resource Persons5.4.4 Implementation Team5.4.5 ChiefImplementor5.4.6 Task forces5.5 Differences Between Internal and External Change Agents5.6 Characteristics of a Good Change Agent5.7 Timing the Entry of the Agent/Consultant into the Organisation5.7.1 How to Get the Best from the Consultant5.7.2 How Do Consultants Work5.7.3 Importance of the Consultant5.8 What Can a Change Agent Change?5.8.1 Structure5.8.2 Technology5.8.3 Physical Setting5.8.4 People5.8.5 Workplace5.8.6 Flexible Work Options5.8.7 Telecommuting5.8.8 Flex-time5.8.9 CompressedWorkWeeks5.8.10 Job Sharing5.8.11 New Rules for ManagersSummaryCase Study: “Taj Mahal Group of Hotels” A Hospitality CompanyReview Questions
6. Strategic Management of Change
6.1 Introduction6.2 Three Basic Definitions6.2.1 The TaskofManaging Change6.2.2 An Area of Professional Practice6.2.3 A Body of Knowledge6.3 Strategic Management of Change6.3.1 Strategic Management Process6.4 Sequential Process of Change6.5 Change Process As a Problem-solving and Problem-finding Approach6.5.1 The Change Problem6.5.2 Change As a ‘How’ Problem6.5.3 Change As a ‘What’ Problem6.5.4 Change As a ‘Why’ Problem6.5.5 Change Process As Unfreezing, Changing, and Refreezing6.6 Change Management: Skill Requirements6.6.1 Political Skills6.6.2 Analytical Skills6.6.3 People Skills6.6.4 System Skills6.6.5 Business Skills6.7 Change Management: Four Basic Strategies6.8 Factors in Selecting Change Strategy6.9 Change Strategy Formulation and Implementation6.10 Evaluation in the Strategic Change Process6.10.1 Components of Evaluation6.11 Process of Transformational Change6.12 Guidelines to Management of Effective Change6.12.1 Twelve Principles for Managing ChangeSummaryCase Study: A Multi-department Academic Division of a UniversityCase Study: “MAX” A Health Care Improvement OrganisationReview Questions
7. Organisational Diagnosis
7.1 Introduction7.1.1 Meaning of Diagnosis7.2 Concept of Organisational Diagnosis7.2.1 Diagnocube: The Areas of Diagnosis7.2.2 Theory in Action: Framework of Organisational Diagnosis7.2.3 Normative Approach7.3 Methodological Planning7.4 Collection of Data7.4.1 Overview of Methods7.4.2 Instruments of Data Collection7.4.3 Methods of Data Collection7.5 Selection of Appropriate Method for Data CollectionSummaryCase Study: An Academic Department in a Public UniversityCase Study: ‘Ma Foi’An IT Staffing CompanyReview Questions
8. Organisational Development
8.1 Introduction8.1.1 Objectives ofOD Programmes8.1.2 Basic OD Assumptions8.2 OD Interventions and Their Classification8.3 OD Interventions Techniques8.3.1 Sensitivity Training8.3.2 Team Building8.3.3 Survey Feedback8.3.4 Grid Training8.3.5 Process Consultation8.3.6 Management by Objectives (MBO)8.3.7 Role Analysis Technique (RAT)8.3.8 Role Negotiation Technique8.3.9 Force-field Analysis8.4 Prerequisites for Effective Use of OD8.4.1 Criticism8.4.2 ConclusionSummaryCase Study: An Electronic Imaging Technology CompanyReview Questions
9. Manager as Catalyst of Change
9.1 Introduction: Role of a Manager9.2 Developmental Supervision9.2.1 Hierarchy and Responsibility9.2.2 Task and Personal Growth9.2.3 Individual and Team9.2.4 Task Accomplishment and Boundary Management9.3 Responsibilities of a Manager9.3.1 Managers and Appraisal System9.3.2 Managers and Career Planning9.3.3 Managers and Training System9.3.4 Managers and WorkSystem9.3.5 Managers and Cultural System9.3.6 Managers and Self-renewal System9.3.7 Managers and Organisational Learning9.3.8 Managers and Stress Management9.3.9 Managers and Research9.4 Motivation As the Soul of a Manager9.4.1 Aspects of Role Efficacy9.5 Manager As Motivator of Employees9.5.1 Self-role Integration9.5.2 Productivity9.5.3 Creativity9.5.4 Confrontation9.5.5 Centrality9.5.6 Influence9.5.7 Growth9.5.8 Inter-role Linkage9.5.9 Helping9.5.10 Super-ordination9.6 Using Power and Empowering Employees9.7 Managerial Control9.8 Coping Behaviour of a Manager9.8.1 Managing Frustration and Stress9.9 Consultant Support During Change9.10 Manager and Group Dynamics9.10.1 Three Uses of Groups in Idea Generation9.10.2 Managerial Communication9.11 Obstacles in the Middle of Change and Howto Overcome Them9.12 Classic Skills for An Effective Change ManagerSummaryCase Study: “Genesis” A National Scientific LaboratoryReview Questions
10. Learning Organisation: The Ultimate Objective of Management of Change
10.1 Introduction10.1.1 What is a Learning Organisation?10.2 Nature of Learning Enterprises10.2.1 Adaptive and Generative Learning10.2.2 Knowledge-intensive Organisation10.2.3 Levels of Knowledge-creation Process10.3 Building a Learning Organisation10.4 Features of a Learning Organisation10.5 Total Quality Management and Learning Organisation10.5.1 Top Management’s Commitment10.5.2 Customer Focus10.5.3 Measurement10.5.4 Continuous Improvement10.5.5 Supplier Teaming10.5.6 Teams10.5.7 Benchmarking10.5.8 Employee Involvement and Empowerment10.5.9 Inventory Management10.5.10 Quality Costs10.5.11 Communication10.5.12 Training10.6 Blueprint of a Learning Organisation10.7 Managing and Sustaining Change in a Learning Organisation10.7.1 The Change Imperative10.8 Basis of Learning Approach in an Organisation10.8.1 Creativity and Innovation10.8.2 The Ultimate RequirementSummaryCase Study: A Software Development CompanyReview Questions
11. Some Models of Organisational Change
11.1 Introduction11.2 Individualistic Model11.2.1 Adoption Diffusion Model11.2.2 Feedback Model11.2.3 Motivation Model11.3 Role-oriented Model11.4 Group (team)-oriented Model11.4.1 Organisation Development11.4.2 Process Consultation Model11.4.3 Work Redesigning Model for Group11.5 Organisation-oriented Model11.6 Lewin’s three-step Model11.6.1 Unfreezing11.6.2 Changing or Moving11.6.3 Refreezing11.7 Equation Model of Organisational Behaviour and Performance11.8 Satellite Model of Organisational Performance11.9 Achieve Model of Performance11.10 Johari’s Window Model11.11 Managerial Grid/9:9 Grid Model11.12 3-D Model of Leadership for Change11.13 S. P S. T. Model of Organisational Culture11.14 Rover’s Learning Process ModelSummaryReview Questions
12. Case Study: “21-Milestone”
Case 1 It Smells Like MoneyCase 2 Nainital CrisisCase 3 Organising the President’s AdministrationCase 4 Samarth Rao and His ‘Alcoa’ ProjectCase 5 The Performance RatingCase 6 Magic KingdomCase 7 The High-priced OD ConsultantCase 8 Scenarios for Dealing with ChangeCase 9 Mr Krishna Rao’s ConfusionCase 10 India in DiagnosisCase 11 Is It Workload or Motivation?Case 12 Training Programme in HindustanCase 13 Doing My Own ThingCase 14 Bad BrakesCase 15 Rama and His Changing PlanCase 16 The Case Against ‘Vision’Case 17 A Combat ZoneCase 18 Love It or Leave ItCase 19 Rama Swami and the RumourCase 20 Seeing the Forest and the Trees
References and Selected Bibliography
Acknowledgement
Copyright

Content preview from Organizational Change

Chapter 9 Manager as Catalyst of Change

Chapter Outline

Introduction: Role of a Manager
Developmental Supervision
Responsibilities of a Manager
Motivation as the Soul of a Manager
Manager as Motivator of Employees
Using Power and Empowering Employees
Managerial Control
Coping Behaviour of a Manager
Consultant Support during Change
Manager and Group Dynamics
Obstacles in the Middle of Change and How to Overcome Them
Classic Skills for an Effective Change Manager
Summary
Case Study
Review Questions
Exercises

“Six essential qualities that are the key to success: sincerity, personal integrity, humility, courtesy, wisdom, charity.”

— William Manninger

9.1 INTRODUCTION: ROLE OF A MANAGER

Managers have an important role to play in ensuring the ...

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