Author: Helen Francis,Linda Holbeche,Martin Reddington
Publisher: Kogan Page Publishers
Category: Business & Economics
People and Organisational Development is ideal for both practitioners and students alike. Setting out a new agenda for organisational effectiveness, this book not only covers emergent theories of organisational development and human resources management, it also gives practical examples for how these theories can be applied. Covering everything from how HR can support strategic change and how technology can be an agent of transformation to performance management, diversity, talent management and emotion at work, this book firmly places HR at the heart of a modern approach to OD. Crucially, People and Organisational Development doesn't just examine successful change initiatives, it also covers the unsuccessful attempts at organisational change and what can be learnt from these. There is also invaluable discussion of the OD role of HRD in ethics, corporate social responsibility (CSR) and sustainability. Packed with international case studies and examples, this is essential reading for all those studying the CIPD Level 7 Advanced Organisation Design and Organisation Development module and everyone wanting to make a difference to the development of their people and their organisation. Online supporting resources include additional case studies and practical tools.
Author: Helen M. Francis,Linda Holbeche,Martin Reddington
Category: Organizational change
The authors bring to People and Organisational Development the benefit of both academic and practitioner experience. The detailed international and European case studies combine to produce an extensive approach to successful and unsuccessful change efforts. The text provides expansive coverage of emergent theories of organisational development and human resource management, and gives practical examples of how these can be applied.
People and Organisational Development : an Integrated Approach
Author: René Nel
Publisher: Juta and Company Ltd
Category: Business & Economics
Managers often forget that their staff are not just workers or employees, they are complex individuals and every person brings unique skills to the workplace. But by expecting employees simply to do as they are told, managers run them into mere, unthinking puppets - to the detriment of their company's success. By compartmentalising processes and departments, managers isolate groups of employees, who stop asking questions and stop thinking about the consequences of their tasks. Duplication occurs and, even worse, tasks fall through the cracks. This book assists managers to look at the broader picture and see how a decision, project or new process impacts on systems in the work environment. The book uses the People and Organisational Development Integrated Approach Model. This model simplifies the concepts, processes and procedures of putting an integrated people and organisational development strategy together. It also highlights the golden thread in dealing with people and organisational development, which is the link between initiatives and the interrelationship of components.
Leadership and Organisation Development in Healthcare
Author: Stephen Prosser
Publisher: Radcliffe Publishing
This inspirational book analyses the attitudes and disciplines which make people and the organisations for which they work more effective, more productive and generally more successful. The author, who has experience of working in healthcare and manufacturing and with senior civil servants, and is also familiar with key academic literature, sets out a highly practical combination of practice, theory and policy applicable in a wide variety of healthcare situations.
One of three books developed to cover the entire intermediate level CIPD qualification. This title focuses on optional HRM units. The other titles consist of Studying Human Resource Management and Managing People and Organisations.
How Your Company Can Benefit from Value and Performance-Driven Organisational Development
Author: Richard Dealtry
Publisher: Emerald Group Publishing
Category: Business & Economics
The corporate university is now a highly advanced real-time process for increasing your company’s performance. This book offers a clear perspective on the use and reuse of your own corporate university application. It is a first class management guide to all the major areas to be addressed for a very successful and continuous outcome.
Wie Sie Ihr Unternehmen in acht Schritten erfolgreich verändern
Author: John P. Kotter
John P. Kotters wegweisendes Werk Leading Change erschien 1996 und zählt heute zu den wichtigsten Managementbüchern überhaupt. Es wurde in zahlreiche Sprachen übersetzt und millionenfach verkauft. Der Druck auf Unternehmen, sich den permanent wandelnden internen und externen Einflüssen zu stellen, wird weiter zunehmen. Dabei gehört ein offener, aber professionell geführter Umgang mit Change-Prozessen zu den Wesensmerkmalen erfolgreicher Unternehmen im 21. Jahrhundert und zu den größten Herausforderungen in der Arbeit von Führungskräften. Einer der weltweit renommiertesten Experten auf diesem Gebiet hat basierend auf seinen Erfahrungen aus Forschung und Praxis einen visionären Text geschrieben, der zugleich inspirierend und gefüllt ist mit bedeutenden Implikationen für das Change-Management. Leading Change zeigt Ihnen, wie Sie Wandlungsprozesse in Unternehmen konsequent führen. Beginnend mit den Gründen, warum viele Unternehmen an Change-Prozessen scheitern, wird im Anschluss ein Acht-Stufen-Plan entwickelt, der Ihnen hilft, pragmatisch einen erfolgreichen Wandel zu gestalten. Wenn Sie wissen möchten, warum Ihre letzte Change-Initiative scheiterte, dann lesen Sie dieses Buch am besten gleich, sodass Ihr nächstes Projekt von Erfolg gekrönt wird. Ralf Dobelli, getabstract.com Leading Change is simply the best single work I have seen on strategy implementation. William C. Finnie, Editor-in-Chief Strategy & Leadership Leading Change ist ein weltweiter, zeitloser Bestseller. Werner Seidenschwarz, Seidenschwarz & Comp.
Organisation Development, as a field, is messy, imperfect and hard to get hold of - it is like nailing jelly to the wall. A Field Guide for Organisation Development offers a variety of perspectives and unparalleled experiences from practitioners and researchers who all share an interest and involvement in Organisation Development (OD). In it are multiple voices, mindsets and practices - not all of which necessarily agree with each other. Leading OD practitioners present a contemporary, practical guide that tackles the dilemmas and polarities that face anyone studying or practising within the OD arena, and encourages them to develop their own particular practice of OD in a way that is appropriate for their context, skills and preferences, while challenging them to look beyond what comes naturally. Here are new ways to support the growth and development of an organisation from modest endeavours that are small in scale to organisation-wide change programmes. A Field Guide for Organisation Development is as comprehensive a resource to support the practice of OD as can be found anywhere. It covers issues of organisational health as well as offering tools aimed at supporting practitioners to survive in the harsh realities of organisational life. It contains chapters on the OD practitioner, on groups, on culture, on data and evaluation. It offers perspectives on change, on the relationship between OD and HR, and on the use of external consultants.
Introduction; What is organisational development? The role of OD policy implementation in healthcare; Organisational development and the 'repertoire' of healthcare leaders; The OD cycle: putting approaches into a process; Service improvement; Psychodynamic approaches: organisational health and effectiveness; Systems.
Growth and Learning through Coaching and Organisational Development
Author: Natalie Cunningham
Publisher: Knowres Publishing
Category: Business & Economics
The aim of this book is to be a bridge between a practical how to book and academic rigour, so that the reader can walk away with some techniques and applications equally grounded in academic research. The bias has been that in order to understand the applications, it is important to understand the philosophy and thinking that underpins the theory. This bias might be that many of the authors have close links to academia having recently completed research or alternatively working in a University setting or perhaps it is just a learning preference. Each chapter to some extent provides the following information (with the exception of the first chapter which provides context): • Why the approach is useful?; • The history of the approach as well as the philosophical underpinnings - providing the Raison d’etre – the reason why this process or theory exists; • Characteristics of the theory are explained and techniques shared. • Case studies or practical examples are used to illustrate the theoretical concepts. Each chapter is written with the unique voice of the contributing author. • Chapter One is on Positive Psychology and is written by Lynda Gouveia. It is about provoking thought in leaders, Organisational Development practitioners and coaches so that they can explore how to embed a positive psychology coaching process into their workplace interactions. • Chapter Two is written by Eileen Thayser and leads us through Narrative Approaches focusing on Narrative Coaching. • Chapter Three is written by Chantelle Wyley in collaboration with her associates is on The Gestalt approach to Organisational Development and Change. The approach focusses on heightening awareness in clients (individuals, teams, whole organisations), and supporting the client’s choice to hence work differently. • Chapter four is written by Natalie Cunningham on Neuroscience and the link to leadership; it is about understanding how the brain works so that we can facilitate change in behaviour individually and collectively (in groups and organisations) fully aware of the enablers and equally of the constraints of brain functioning. • Chapter Five is written by Alison Reid on Learning in Social System and focusses on re-thinking the fulcrum of learning/coaching. • Chapter six is written by Tanya Stevens on Integral Theory. She describes Integral theory as an overarching theory which integrates all and is quite useful to read at the end as you will be able to see how the approaches all fit into the Integral model and framework.
Organisational Change & Development (OCD) is designed to capture leading-edge thinking about OCD in organisations as it merges with traditional African wisdom. It manifests in issues that differ from organisational effectiveness efforts to a highly individualised craft of catalyst practitioner. In an attempt to provide a solid conceptualisation of the field of study, a framework of inclusivity that can be followed, case studies and OCD methodologies, this book strives to combine some of the practices into reality. The book concludes with a chapter that studies international trends in organisational change and development. The assumptions of the evolving field of consulting psychology are incorporated. The multi-cultural nature of the new world of work and the increasingly diverse settings of organisations of the future ask for higher levels of complexity handling ability, systems thinking ability and the ability to be authentic. Content includes: • Organisational change and development in the new world of work • Organisational change and development methodologies • Change models and approaches • Human reactions to change • Alternative organisational change and development interventions and modalities • Value circles as a way of creating inclusivity in emerging economies • Measuring the effectiveness of organisational change and development • Building strategic architecture • Creating radical organisational transformation through translation of strategy • Organisational change and development in the next decade
The aim of this book is to make better sense of a long, complex, messy, change process through the stories of those who were involved. Over fifty participants were interviewed during the course of the study and their uniquely personal perspectives have been woven into a compelling story of organisational change. This book describes their ingenuity and effort in bringing about change that they and their organisation valued. Between 2009 and 2012, Southampton Solent University (UK) engaged in an unprecedented and highly complex strategic initiative which ran across the entire institution, its structures, processes and systems; it aimed to produce a fundamental shift in institutional culture. Such an all-embracing approach is rare in universities. This programme of organisational change is seen through the eyes of people who were immersed in the process. Their perspectives and feelings will resonate with anyone who has tried to bring about significant change in a university. Universities are inherently creative places but too often there is a pervasive inertia that prevents ideas from being turned into new and better practices. This programme aimed to create a culture of innovation. Conventional project planning techniques were deliberately avoided and replaced with an approach based on complexity theory, recognising that the process of change requires constant adaptation, acceptance of non-linear progress and subversion of conventional management discourse. Offering an unusual example from the higher education sector, this study is a distinctive contribution to the extensive literature on organisational change. Learning gained from participants is related to theories and research from this wider literature. The study proposes a holistic and integrated approach to change which might offer a more culturally relevant and sustainable model both for higher education and for those sectors of industry and commerce from which much change management practice has conventionally been drawn.
Ein Leitfaden zur Gestaltung sinnstiftender Formen der Zusammenarbeit
Author: Frederic Laloux
Bahnbrechend. Inspirierend. Eines der faszinierendsten Bücher zur Organisationsentwicklung des letzten Jahrzehnts. Dies ist ein sehr wichtiges Buch, bedeutsam in vielerlei Hinsicht: Sowohl angesichts der bahnbrechenden Forschungsergebnisse, Einsichten, Ratschläge und Empfehlungen, die es enthält, als auch aufgrund der genauso wichtigen Fragen und Herausforderungen, auf die es hinweist.“ Ken Wilber aus dem Nachwort „Die programmatische Aufforderung ‚Reinventing Organizations‘ mündet in einem Organisationsmodell, das Strukturen wie Praktiken nach neuartigen, evolutionär-integralen Prinzipien ausrichtet. Im Ergebnis steht die Erkenntnis, dass das Leben und Arbeiten in Organisationen, ebenso wie deren Leistungsbeiträge für die Gesellschaft, radikal zum Positiven verändert werden können. Aber hierzu muss nicht zuletzt die Führung eine fortgeschrittene Entwicklungsebene erreichen.“ Prof. Dr. Jürgen Weibler, Autor des Standardwerkes „Personalführung“ „Das Buch gibt Hoffnung und ganz konkrete Hilfe zur Lösung der Probleme, die wir an der Schwelle von der Postmoderne zu einem neuen Zeitalter erleben, in denen die traditionellen oder modernen Organisationsformen den Anforderungen und Bedürfnissen der Menschen nicht mehr gerecht werden.“ Eine Leserin auf Amazon.com Frederic Laloux hat mit Reinventing Organizations das Grundlagenbuch für die integrale Organisationsentwicklung verfasst. Die Breite sowie Tiefe seiner Analyse und Beschreibung – ganzheitlich, selbstorganisierend und sinnerfüllend operierender Unternehmen – ist einzigartig. Das erste Kapitel des Buches gibt einen Überblick über die historische Entwicklung von Organisationsparadigmen, bevor im zweiten Kapitel Strukturen, die Praxis und die Kultur von Organisationen, die ein erfüllendes und selbstbestimmtes Handeln der Menschen ermöglichen, anhand von ausgewählten Beispielen vorgestellt werden. Auf die Bedingungen, Hindernisse sowie Herausforderungen bei der Entwicklung dieser evolutionären Organisationen wird in Kapitel 3 eingegangen. Hier entwirft Frederic Laloux einen Leitfaden für den Weg hin zu einer ganzheitlich orientierten und sinnstiftenden Organisation. Frederic Laloux ist auch aufgrund dieses Buches ein mittlerweile gefragter Berater und Coach für Führungskräfte, die nach fundamental neuen Wegen der Organisation eines Unternehmens suchen. Er war Associate Partner bei McKinsey & Company und hält einen MBA vom INSEAD.
In these times of flux, organisations are compelled to proactively effect changes in their systems to cope with various factors in the external and internal environment. This comprehensive book tackles all the areas where change interventions are necessary. It is divided into three parts: (1) Organisational Change (2) Organisation Development, and (3) Knowledge Management. The first part, comprising five chapters, includes an examination of the imperatives of change in today's environment of competition. The different forces of change political, economic, technological are examined against the backdrop of shifting customer needs, systems dynamics, inadequacy of administration, profitability issues and resource constraints. The various models of change, corporate culture in terms of basic value orientations and norms, techniques of identifying and diagnosing organisational culture, classical leadership skills, and the ten key factors in effective change management have all been thoroughly discussed, as have the techniques of designing tailor-made change programmes. The second part, comprising four chapters, introduces the concept of Organisation Development and dissects the basic assumptions against diagnostic models, skills and methods, change agents, power and control issues, and implications of power politics. Certain categories of ethical dilemmas have been explored. Various types of OD interventions ranging from interpersonal & team development to process, structural and intergroup development are exhaustively discussed. The third part of the book, comprising four chapters, highlights the need for knowledge management in the present business scenario and discusses the roadblocks to the adoption of knowledge management solutions. Principles of knowledge management have been discussed along with the process of maturation of knowledge management techniques. The characteristics of a learning organisation have been diagnosed and steps for initiating the process of organisational learning have been outlined. This book will be an invaluable resource for students, faculty as well as practising professionals.
Effective talent management is about aligning the business's approach to talent with the strategic aims and purpose of the organisation. The core rationale of any talent strategy should be to have a direct positive impact on the organisation's goals but in many cases this is not so. The ideas, principles and approaches outlined here will enable the reader to understand the strategic nature of talent and design a response that meets the needs of their own organisation. Case studies are used to illustrate the concepts and proven methodologies guide the day-to-day practice of the reader. The content will link the strategic intent of HR with the practical actions it takes to make a positive impact on the business's results. The author begins by examining the disconnected nature of talent management in many organisations; how at times it has been a response to trends and seen by many as a bolt on to HR and he proposes a different model, one that links clearly the development of a talent strategy with the achievement of a business strategy. Mark Wilcox summarises succinctly the case for a more strategic approach to talent management, one directly linked to business performance. He concludes that the time is now right for talent management, and therefore many HR managers, to move from a functional support role to one with a direct strategic impact on the business.
In the health and community service industries, projects are increasingly used for the development of new services, and to achieve change in existing services, work practices and delivery models. Until now, project workers in these fields have had to rely on books designed for architects, builders and IT administrators. This is the first textbook to take the principles of project management and place them into a context relevant for people working in health and community services. This book provides a critical guide to both the strategic and operational aspects of using projects and making them work. Covering topics such as the lifecycle of a project, planning, execution and evaluation, risk management, change and effective teams, Project Management for Health and Community Services uses extensive international case studies and examples from the field. Written by authors with years of practical experience, this is a valuable resource for anyone studying or working on health and community services. Project Management for Health and Community Services offers students and professionals practical problem solving strategies and provides a comprehensive guide to managing projects as well as tips on managing a team and the stakeholders.
Wie Top-Firmen und Führungskräfte zum Erfolg inspirieren
Author: Simon Sinek
Publisher: Redline Wirtschaft
Category: Business & Economics
Am Beginn einer jeden Erfolgsgeschichte steht eine einfache Frage: Warum? Warum sind manche Organisationen profitabler als andere? Warum werden einige Führungskräfte von ihren Mitarbeitern mehr geschätzt und andere weniger? Warum sind manche Menschen in der Lage, immer und immer wieder erfolgreich zu sein? In seinem Bestseller, der nun zum ersten Mal in deutscher Sprache erscheint, zeigt Simon Sinek, dass erfolgreiche Persönlichkeiten wie Martin Luther King Jr. oder Steve Jobs alle nach demselben, natürlichen Muster dachten, handelten und kommunizierten. Am Anfang ihres Wirkens stand immer die Frage nach dem Warum. Mit diesem Ansatz schafften sie es, bedeutende Dinge zu vollbringen und darüber hinaus ihre Mitstreiter zu inspirieren. Sich an diesen Vorbildern orientierend, gibt Sinek in seinem Ratgeber nun Führungskräften, Unternehmen, aber auch Privatpersonen einen Leitfaden an die Hand, der zum endgültigen Erfolg verhilft. Dabei erklärt er das so erfolgreiche Muster, welches dem goldenen Schnitt ähnlich ist, und auf den drei elementaren Fragen basiert: Warum? Wie? Was? Dadurch eröffnen sich dem Leser völlig neue Möglichkeiten und er wird lernen, dass die Motivierung von Mitarbeitern viel zielführender ist als ihre Manipulation! Und dies geht ganz einfach: einfach »Warum?« fragen.
Where collaboration is needed and silo working creates barriers to achieving this, the cost to organisations can be very high: a lack of shared learning and innovation; unproductive conflict and stress; and significant financial costs due to programme failures. Collaborating for Results focuses on the human reasons for unproductive silo working in organisations, combining psychology with broader organisation development theory and practice. The central theme is that a visible agenda for building and maintaining working relationships across organisations is required by those seeking competitive advantage. It describes the contours of working relationships at three levels - individual, team and organisation - and proposes practical actions en route to collaboration and high performance. In doing so it acknowledges the complexity of people and relationships, the interrelationship of the three levels and explains the value of developing Open Teams at the heart of an integrated approach to business and organisational development. Organisation silos can feel like different countries, or even parallel worlds. Even in a single organisation, people in separate divisions or teams can talk a different language and have different work cultures that they each find difficult to understand and relate to. David Willcock’s Collaborating for Results reframes organisation culture to bridge the divide, develop working relationships that save time and money and improve organisation performance.
The theme of the book is to address the fundamental imperatives of management and organisation development, in order to develop vibrant, efficient and successful organisations. It will be valuable to the new manager and to the experienced manager alike, as it addresses aspects of specific management practice as well as the contextual framework in which these practices need to be exercised.