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This book challenges the practice or organizational change
programmes. It uses two case studies in depth to illustrate that
consulting companies can often get it wrong. Senior managers often
do not know enough about managing change. The text is arranged
around eight deadly sins to avoid in the practice of change:
self-deception of the change agents rather than self-awareness;
destruction of the identity of the organization caused by
arrogance; especially of the large consulting companies;
destruction of cohesion; gobbledygook language; concentrating on
structural change, not behavioural change; making the organization
worse, not better; the intelligence in resistance; and the deep
trauma of redundancy. The author's main objective is to get
academics and practitioners to stop and think about what they are
doing when they work with organizations. Organizational Change in
Practice will be of interest to business professionals seeking to
understand how change can impact their organization as well as
organizational consultants.
The Roles of Organisation Development by Dr Annamaria Garden
introduces a radically new and original framework to explain
organisation development work and how it is done. The origin of the
book came out of a question asked by a woman OD practitioner: How
do you do what you do? This book is Dr Garden's answer to that
question. Dr Garden found that she did not think in terms of formal
roles or roles as typically described in the organisational
development or management literature. Instead, she described what
she did in terms of: the Seer, Translator, Cultivator, Catalyst,
Navigator, Teacher, Guardian. These are presented primarily as
roles for OD people but managers would be wise to adopt them also.
They are current across the world in any organisation. Garden was
trained in her PhD from MIT by two of the founding fathers of OD:
Professor Ed Schein and Professor Dick Beckhard. The book refers,
in places, to their teaching and interaction. The Roles of
Organisation Development will appeal to OD, strategy and marketing
consultants, academics as well as managers doing OD work, and
trying to move and change the organisation leaning on the soft
skills.
This book challenges the practice or organizational change
programmes. It uses two case studies in depth to illustrate that
consulting companies can often get it wrong. Senior managers often
do not know enough about managing change. The text is arranged
around eight deadly sins to avoid in the practice of change:
self-deception of the change agents rather than self-awareness;
destruction of the identity of the organization caused by
arrogance; especially of the large consulting companies;
destruction of cohesion; gobbledygook language; concentrating on
structural change, not behavioural change; making the organization
worse, not better; the intelligence in resistance; and the deep
trauma of redundancy. The author's main objective is to get
academics and practitioners to stop and think about what they are
doing when they work with organizations. Organizational Change in
Practice will be of interest to business professionals seeking to
understand how change can impact their organization as well as
organizational consultants.
The Roles of Organisation Development by Dr Annamaria Garden
introduces a radically new and original framework to explain
organisation development work and how it is done. The origin of the
book came out of a question asked by a woman OD practitioner: How
do you do what you do? This book is Dr Garden's answer to that
question. Dr Garden found that she did not think in terms of formal
roles or roles as typically described in the organisational
development or management literature. Instead, she described what
she did in terms of: the Seer, Translator, Cultivator, Catalyst,
Navigator, Teacher, Guardian. These are presented primarily as
roles for OD people but managers would be wise to adopt them also.
They are current across the world in any organisation. Garden was
trained in her PhD from MIT by two of the founding fathers of OD:
Professor Ed Schein and Professor Dick Beckhard. The book refers,
in places, to their teaching and interaction. The Roles of
Organisation Development will appeal to OD, strategy and marketing
consultants, academics as well as managers doing OD work, and
trying to move and change the organisation leaning on the soft
skills.
This is a comprehensive guide using People Models to understand and
resolve conflict at different levels of the organization. It starts
at the inter-organizational level explaining conflict between
organizations that are involved in mergers and acquisitions. It
looks at this kind of conflict not from the point of view of a
business and economic rationale but from the point of view of there
being a relationship between the two organizations. Here, this
relationship is described by a People Model which outlines three
different relationship types. In the subsequent chapters we look at
the organizational level; first at structural conflict and then at
team conflict. In each chapter there is a People Model to explain
and resolve conflict. Structural conflict is explained by the Myers
Briggs Type Indicator (MBTI) and team conflict is explained by the
Schutz model of Inclusion, Control and Openness. In the next
chapter the conflict is explained in terms of Gestalt psychology
and looks at interpersonal conflict. Carl Jung is then used to
explore inner conflict; followed by a chapter on life conflict
exploring conflict in terms of how you live a life. The final
chapter is focused on the applications of the People Models
analysing Donald Trump and Tony Blair. Following through the entire
book is a step-by-step procedure called a People Procedure, which
is contrasted with a Business Procedure. The former guides you
through a process to unravel and resolve conflict.
This is a comprehensive guide using People Models to understand and
resolve conflict at different levels of the organization. It starts
at the inter-organizational level explaining conflict between
organizations that are involved in mergers and acquisitions. It
looks at this kind of conflict not from the point of view of a
business and economic rationale but from the point of view of there
being a relationship between the two organizations. Here, this
relationship is described by a People Model which outlines three
different relationship types. In the subsequent chapters we look at
the organizational level; first at structural conflict and then at
team conflict. In each chapter there is a People Model to explain
and resolve conflict. Structural conflict is explained by the Myers
Briggs Type Indicator (MBTI) and team conflict is explained by the
Schutz model of Inclusion, Control and Openness. In the next
chapter the conflict is explained in terms of Gestalt psychology
and looks at interpersonal conflict. Carl Jung is then used to
explore inner conflict; followed by a chapter on life conflict
exploring conflict in terms of how you live a life. The final
chapter is focused on the applications of the People Models
analysing Donald Trump and Tony Blair. Following through the entire
book is a step-by-step procedure called a People Procedure, which
is contrasted with a Business Procedure. The former guides you
through a process to unravel and resolve conflict.
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