1Preface
1325.3.1 Internal Change Agent
2Chapter
1335.3.2 External Change Agent
31 The Domain of Change
1345.4 Key roles in Organizational change
41.1 Introduction : 1.1.1 Definitions
1355.4.1 Corporate Management
51.2 Organization: The key area for change: 1.2.1 Organizational structure
1365.4.2 Consultant(s)
61.3 Forms of Business Organization
1375.4.3 Internal Resource Persons
71.3.1 Private Sector Business Organizations
1385.4.4 Implementation Team
81.3.2 Public Sector Business Organizations
1395.4.5 Chief Implementer
91.4 Organization and Environment
1405.4.6 Task Forces
101.4.1 The Relationship between an Organization and its Environment
1415.5 Difference between Internal and External Change agents
111.4.2 An Organization’s Response to its Environment
1425.6 Characteristics of a good change agent
121.5 Dimensions of Environment
1435.7 Timing the entry of an agent into the Organization
131.6 CASE STUDY: A CONTAINER LEASING COMPANY
1445.7.1 How to get the Best from the Consultant
141.6.1 History
1455.7.2 How Do Consultants Work
151.6.2 Task
1465.7.3 Importance of the Consultant
161.6.3 Intervention
1475.8 What can an Agent change?
171.6.4 Result
1485.8.1 Structure
181.6.5 Key Disciplines
1495.8.2 Technology
191.7 Exercise
1505.8.3 Physical Setting
20Chapter
1515.8.4 People
212 Organizational Structure and Change
1525.8.5 Work Place
222.1 Introduction
1535.8.6 Flexible Work Options
232.2 Sources of Culture
1545.8.7 Telecommuting
242.2.1 Founders
1555.8.8 Flex-time
252.2.2 Industry
1565.8.9 Compressed Workweeks
262.3 Types of Culture
1575.8.10 Job sharing
272.3.1 Charismatic v/s Self- sufficient Cultures
1585.8.11 New Rules for Managers
282.3.2 Paranoid v/s Trusting Culture
1595.9 CASE STUDY: Training evaluation- a case study of training Iranian health managers
292.3.3 Avoidant v/s Achievement Culture
1605.9.1 History
302.3.4 Political v/s Focus Culture
1615.9.2 Methods
312.3.5 Bureaucratic v/s Creative Culture
1625.9.3 Result
322.4 Methods for Maintaining Corporate Culture
1635.9.4 Conclusion
332.4.1 Recruiting
1645.9.5 Key Disciplines
342.4.2 Hiring
1655.10 Exercise
352.4.3 Onboarding
166Chapter
362.4.4 Training
1676 Strategic Management of Change
372.4.5 Significance of Change
1686.1 Introduction
382.4.6 Concept of Global Organizational Culture
1696.2 Three Basic Definitions
392.5 Organizational climate
1706.2.1 The Task of Managing Change
402.6 Functionalities and dysfunctionalities of cultures
1716.2.2 An Area of Professional Practice
412.6.1 Fatalism
1726.2.3 A Body of Knowledge
422.6.2 Ambiguity Tolerance
1736.3 Strategic Management of Change: 6.3.1 Strategic Management Process
432.6.3 Contextualism
1746.4 Sequential Process of Change
442.6.4 Temporalness
1756.5 Change Process as a Problem-solving and Problem-finding Approach
452.6.5 Collectivism
1766.5.1 The Change Problem
462.6.6 Particularism
1776.5.2 Change as a “How” Problem
472.6.7 Other Directedness
1786.5.3 Change as a “What” Problem
482.6.8 Androgyny
1796.5.4 Change as a “Why” Problem
492.6.9 Tolerance for Power Distance
1806.5.5 Change Process as Unfreezing, Changing, and Refreezing
502.7 Top management and organizational culture: 2.7.1 Managing Organizational Culture
1816.6 Change Management: Skill Requirements
512.8 A proactive approach to culture and change
1826.6.1 Political Skills
522.9 CASE STUDY: “GLOBAX” A HIGH-TECH START-UP COMPANY
1836.6.2 Analytical Skills
532.9.1 History
1846.6.3 People Skills
542.9.2 Task
1856.6.4 System Skills
552.9.3 Intervention
1866.6.5 Business Skills
562.9.4 Result
1876.7 Change Management: Four Basic Strategies
572.9.5 Key Disciplines
1886.8 Factors in Selecting Change Strategy
582.10 Exercise
1896.9 Change Strategy Formulation and Implementation
59Chapter
1906.10 Evaluation in Strategic Change Process: 6.10.1 Components of Evaluation
603 Concept of Change
1916.11 Process of Transformational Change
613.1 Introduction
1926.12 Guidelines to Management of Effective Change: 6.12.1 Twelve Principles for Managing Change
623.2 Meaning of Organizational Change
1936.13 CASE STUDY: “MAX” A HEALTH CARE IMPROVEMENT ORGANIZATION
633.3 Nature of Organizational Change
1946.13.1 History
643.3.1 Evolutionary Change
1956.13.2 Task
653.3.2 Revolutionary Change
1966.13.3 Intervention
663.3.3 Proactive v/s Reactive Change
1976.13.4 Result
673.4 Pressure for Change: 3.4.1 Nine Winds of Change
1986.13.5 Key Disciplines
683.5 Planned Change: 3.5.1 Types of Planned Change
1996.14 Exercise
693.6 Levels of Change
200Chapter
703.7 Change Cycle
2017 Organizational Diagnoses
713.7.1 Participative Change Cycle
2027.1 Introduction: 7.1.1 Meaning of Diagnosis
723.7.2 Directive Change Cycle
2037.2 Concept of Organizational Diagnoses
733.7.3 Is There a “Best” Strategy for Change?
2047.2.1 Diagnocube: The Areas of Diagnosis
743.7.4 Advantages/Disadvantages of Change Cycles
2057.2.2 Normative Approach
753.8 Organizational Barriers to Change: 3.8.1 Performance-driven Organizational Change
2067.3 Mythological Planning
763.9 Rate of Change: 3.9.1 Organizational Efficiency and Effectiveness
2077.4 Collection of Data
773.10 Different States of Change
2087.4.1 Overview of Methods
783.10.1 The Future State of Change
2097.4.2 Instruments of Data Collection
793.10.2 The Current State of Change
2107.4.3 Methods of Data Collection
803.10.3 The Delta State of Change
2117.5 Selection of Appropriate method for Data Collection
813.11 Creating Change
2127.6 CASE STUDY: PEPSICO CROSS-CULTURAL MANAGEMENT
823.12 Implementation of Change: 3.12.1 Practical Tools to Understand Change
2137.6.1 History
833.13 Guidelines for Effective Change
2147.6.2 Cultural Identity
843.14 CASE STUDY: How do you change a complacent organization?
2157.6.3 Intervention
853.14.1 History
2167.6.4 Result
863.14.2 Issues Involved
2177.6.5 Key Disciplines
873.14.3 Theoretical Unpinning of the Issues
2187.7 Exercise
883.14.4 Analysis and Recommendations
219Chapter
893.14.5 Conclusion
2208 Organizational Developments
903.15 Exercise
2218.1 Introduction
91Chapter
2228.1.1 Objectives of OD Programs
924 Organizational Resistances to Change
2238.1.2 Basic OD Assumptions
934.1 Introduction : 4.1.1 Reactions to Change
2248.2 OD Interventions and their Classification
944.2 Core Facts of Resistance to Change
2258.2.1 Diagnostic Activities
954.3 Individual and Group Resistance to Change
2268.2.2 Team-building Activities
964.3.1 Individual Resistance
2278.2.3 Intergroup Activities
974.3.2 Organizational Resistance
2288.2.4 Survey Feedback Activities
984.3.3 Consequences of Resistance to Change
2298.2.5 Education and Training Activities
994.4 Overcoming Resistance to Change
2308.2.6 Techno-structural or Structural Activities
1004.4.1 Ignorance
2318.2.7 Process Consultation Activities
1014.4.2 Desire for Security
2328.2.8 Grid Organization Development Activities
1024.4.3 Fear and Lack of Ambition
2338.2.9 Third-party Peacemaking Activities
1034.4.4 Informal Group Pressure
2348.2.10 Coaching and Counseling Activities
1044.4.5 Eroding Powder Bases
2358.2.11 Life- and Career-planning Activities
1054.4.6 The Potential Loss of Job Security
2368.2.12 Planning and Goal-setting Activities
1064.4.7 Personality Conflicts
2378.2.13 Strategic Management Activities
1074.5 Strategies for Introducing Planned Change
2388.2.14 Organizational Transformation Activities
1084.5.1 Empirical-rational Strategy
2398.3 OD Interventions Techniques
1094.5.2 Normative-reductive Strategy
2408.3.1 Sensitivity Training
1104.5.3 Power-coercive Strategy
2418.3.2 Team Building
1114.6 Techniques to manage resistance during change
2428.3.3 Survey Feedback
1124.6.1 Education and Communication
2438.3.4 Grid Training
1134.6.2 Sense of Participation and Involvement
2448.3.5 Process Consultation
1144.6.3 Assistance and Support
2458.3.6 Management by Objectives (MBO)
1154.6.4 Incentives
2468.3.7 Role Analysis Technique (RAT)
1164.6.5 Negotiation
2478.3.8 Role Negotiation Technique
1174.6.6 Manipulation and Co-optation
2488.3.9 Force-field Analysis
1184.6.7 Coercion
2498.4 Prerequisites for Effective use of OD
1194.6.8 Other Strategies for Introducing Change
2508.4.1 Criticism
1204.7 CASE STUDY: A STUDENT SERVICES DIVISION OF “NATIONAL UNIVERSITY”
2518.4.2 Conclusion
1214.7.1 History
2528.5 CASE STUDY: AN ELECTRONIC IMAGING TECHNOLOGY COMPANY
1224.7.2 Task
2538.5.1 History
1234.7.3 Intervention
2548.5.2 Task
1244.7.4 Result
2558.5.3 Intervention
1254.7.5 Key Disciplines
2568.5.4 Result
1264.8 Exercise
2578.5.5 Key Disciplines
127Chapter
2588.6 Exercise
1285 Organizational Change and Change Agents
259Glossary
1295.1 Introduction
260Appendix
1305.2 Change Agent: Definition and Meaning
261Index
1315.3 Types of Change Agents
