Wednesday, November 23, 2011

Organization Development & Enduring Success


Organization Development
A Practitioner,s guide for OD & HR
Cheung- Judge & Holbech          9780749460945       PB            344pp        Rs 495.00
Organization Development is key to ensuring that organizations and their people are able to adapt to and engage in ongoing change in today’s fast-paced, lean and competitive world. More than ever before, those involved in leading organizations and those OD practitioners helping them must facilitate change by creating conditions whereby people are centrally involved in making decisions that directly affect them - no matter how tough the changes are. By putting people at the centre of change OD helps organizations systematically build healthy sustainable change, even during turbulent times.
Written by two leading experts in the field, this book combines up-to-date theory with practical advice to provide a complete guide to implementing effective OD in your business. It will show you how an approach and HR tools such as leadership development can combine to drive performance and growth. Whether you’re an experienced practitioner or a student, this handbook contains a range of tips, techniques and international case studies to help you to understand, communicate and implement organizational change.
Contents: Introduction  PART ONE: An OD practitioner’s guide to OD  What is OD? A brief history • The goals, characteristics and definition of Organization Development • A brief history of OD • Critical founders who shaped the OD field • How the field got its name • Values that have informed OD practice • The role of the OD practitioner • A theory overview • What are our practice building blocks? • The relationships between theory and research • Five core theoretical bases that shape OD practices • Methodological/practical implications of the theoretical perspectives •The OD cycle and the entry and contracting phase • Overview of the OD consultancy cycle - six key components • Phase one: Entry - initial contact • Phase two: Contracting • The diagnostic phase • What is diagnosis in OD? What are the wider aims for the diagnostic process? • Summary of the tasks and skills required by the diagnostic process • A political consideration in managing the diagnostic phase • An outline of the different kinds of data you may need • Data collection methods and how to ensure that the data collection process achieves your aims • Data analysis - how to join different data together • Data feedback and action planning • The intervention phase • Definition of intervention and the key criteria of OD intervention • Summary of the tasks and skills required in intervention • Cross-dimensional design of intervention - review of the three ‘cubes of intervention’ frameworks • Levels and types of interventions • Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention • Building an intervention strategy - construction of criteria for effective intervention design • The evaluation phase • What is evaluation and what are metrics? • Summary of the tasks and skills required for evaluation • OD perspectives on evaluation - evaluation in the OD cycle of work • How to build the culture of evaluation as an integrated part of our OD work • What does one measure and how? • The practicalities of estimating return on investment • Postscript: The value an internal OD department can offer an organization • The Organization Development practitioner • The roles and tasks of OD practitioners • The concept of ‘self as instrument’ • The competence profile of the OD practitioner • The development journey that OD practitioners should engage in • The practice trademarks of OD • Power and politics and Organization Development • What do we mean by power and politics? Why are they relevant for OD practitioners? • Two faces of power - the work of McClelland • How power dynamics work within the organization - four theorists • The application of the use of power in three key OD activities • Using personal power more effectively to achieve greater impact • The future of OD • A review of literature on OD’s future • A proactive strategy to build a future for OD • Final questions for you, as you form part of OD’s future • PART TWO: HR in relation to OD: Practice examples • HR in relation to OD • Why is it important that HR ‘gets’ OD? • HR’s own change journey • The expanding HR agenda • Which of these activities require an OD frame? • How can HR and OD work together? •Organizational design • What is organizational design? • Challenges for the business • The changing field of ODS • The Star Model • An HR/OD approach to designing organizations • Culture change • Defining culture • Challenges of culture for the business and HR • About culture change • HR’s role in developing cultures • HR’s role in integrating cultures • HR’s role in changing cultures • Conclusion and culture change checklist • Managing transformational change • A turbulent backdrop • Defining transformational change • What we know about profound change • The people aspects of change • What is required of HR in managing change? • HR leading from the front • Conclusion: HR’s role in building change capability • Developing effective leadership • Defining leadership • Challenges facing leaders • Challenges facing HR/OD • Growing tomorrow’s leaders • Leadership implications of the new terrain • Conclusion: crafting a leadership development strategy • Postscript • People and organization • Create great places to work • Consciously develop a change-able culture • Encourage learning and experimentation • Stimulate people to perform brilliantly • Manage change • Build healthy and ethical organizations • Build effective leadership • Act now for a better future • Be the change you want to see • References • Index
About the Authors: Dr Mee-Yan Cheung-Judge is the founder of Quality and Equality Ltd and the author of many Organization Development articles. She began her career as an academic but for the past 25 years she has primarily been an OD practitioner working with organizations on solving complex issues across sectors. She combines her consultancy work with speaking, writing and delivering OD capability development programmes across the world. She is currently a visiting fellow at Roffey Park Business School and was voted one of the 25 most influential thinkers in HR by HR Magazine in 2008.
Enduring Success
What We Can Learn From Outstanding Corporations
Christian Stadler       9780749463595      HB           280pp        Rs 695.00
Enduring Success addresses a key question in business today: How can companies succeed over time? To learn the source of enduring greatness, author Christian Stadler directed a team of eight researchers in a six-year study of some of Europe’s oldest and most stellar companies, targeting nine that have survived for more than 100 years and have significantly outperformed the market over the past 50 years. Readers may wonder, "Why European companies?" Yet Europe is the ideal place to seek the key to long-term success: half of the Fortune Global 500 companies that are 100 years old or older can be found in Europe, as can 72 of the 100 oldest family businesses in the world.
Fifteen years after Collins and Porras’ Built to Last, this new book incorporates fresh insights from management science and provides the first non-US perspective on long-range success. Through Stadler’s study, a counterintuitive story emerges: the greatest companies adapt to a constantly changing environment by being intelligently conservative. Enduring Success provides a coherent framework, grounded in five principles and practical concepts, for business leaders who are prepared to learn from the history of some of the world’s greatest institutions
Contents: The Quest for Enduring for Enduring Success • WHAT-A Framework for Enduring Success • HOW-Strategies to Implement the Framework • WHO-A Commentary on Leadership • SO WHAT?-A Comparison with Prior Studies • Epilogue: Learning from the History of Outstanding Corporations • Appendix A: Brief Histories of Gold and Silver Medalists • Appendix B: Methodology and Selection of Comparison Companies • Notes • References • Index
About the Author: Christian Stadler teaches strategy at the University of Bath. For the past decade, he has investigated long-lived corporations - how they grow, adapt, and consistently best their competitors. He has shared his ideas with executives and students in Asia, Australia, Europe and the US. His work has been featured in the Harvard Business Review and Fast Company.

Strategic Human Resource Management by Michael Armstrong


Armstrong,s Handbook of Strategic Human Resource Management
Michael Armstrong          9780749463946      PB            3288p        Rs 695.00
Description: Strategic Human Resource Management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong’s Handbook of Strategic Human Resource Management provides a bridge between theory and practice, and offers a guide both to formulating human resource strategies and to implementing them.
Completely revised, this fifth edition of an indispensable text includes new material on international aspects of strategic human resource management. The book also reflects important developments in HR strategies linked with those issues that affect Human Resource Management on a day-to-day basis, including:
• human capital management
• corporate social responsibility
• organization development
• engagement
• talent management
Case studies, checklists, practical examples and a special strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice, in order to effect positive and productive change.
Contents: Introduction • PART ONE: The conceptual framework of strategic HRM • The concept of HRM • Introduction • HRM defined • The philosophy of human resource management • Underpinning theories of HRM • The goals of HRM • Characteristics of HRM • The diversity of HRM • The ethical dimension • Critical evaluation of the concept of HRM • How HRM is delivered • The context of HRM • References • The concept of strategy • Introduction • Development of the concept of strategy • Strategy defined • The nature of strategy • The formulation of strategy • Implementation of strategy • The reality of strategy • References • The concept of strategic human resource management • Introduction • SHRM defined • The nature of SHRM • Strategic fit • The resource-based view of strategic HRM • Perspectives on strategic HRM • The best practice approach • The best fit approach • Bundling • The reality of strategic HRM • References • PART TWO: The practice of strategic HRM • The strategic role of HR • Introduction • The strategic role of HR practitioners • The strategic business partner model • The strategic role of HR directors • The strategic role of heads of HR functions • The strategic role of HR business partners • The strategic contribution of HR advisors or assistants • References • The impact of strategic HRM • Introduction • The concept of performance • Research on the link between HR activities and performance • How strategic HRM makes an impact • How strategic HRM concepts impact on practice • References • Strategic HRM in action • Introduction • Formulating HR strategy • Philosophy on managing people • Corporate issues • Achieving integration • References • Strategic international HRM • Introduction • Strategic international human resource management defined • International SHRM strategic issues • Approaches to strategic international HRM • References • PART THREE: HR strategies • The framework of HR strategy • Introduction • What are HR strategies? • What is the purpose of HR strategies? The nature of HR strategies • Types of HR strategies • Evaluating HR strategy • Developing HR strategies • Setting out the strategy • Implementing HR strategies • References • Business model innovation • Introduction • Business models defined • Development of the concept • Rationale for business models • Business model innovation defined • Rationale for business model innovation • Business model innovation and strategy • Business model analysis and design • The role of HR in business model innovation • References • High performance strategy • Introduction • High performance work system defined • Characteristics of a high performance work system • Components of a HPWS • Impact of high performance work systems • Developing a high performance strategy • References • Human capital management strategy • Introduction • Aims of human capital management • The role of human capital management strategy • The link between HCM and business strategy • Developing a human capital management strategy • References • Corporate social responsibility strategy • Introduction • Corporate social responsibility defined • The rationale for CSR • Strategic CSR defined • CSR activities • Role of HR • Developing a CSR strategy • References • Organization development strategy • Introduction • The story of organization development • Organization development strategy • References • Engagement strategy • Introduction • Engagement defined • How "important is engagement? • Engagement and discretionary behaviour • What are the factors that influence employee engagement? • Strategies for enhancing engagement • References • Knowledge management strategy • Introduction • The process of knowledge management • Sources and types of knowledge • Approaches to the development of knowledge management strategies • Strategic knowledge management issues • Components of a knowledge management strategy • References • Resourcing strategy • Introduction • The rationale for strategic resourcing • The strategic HRM approach to resourcing • Integrating business and resourcing strategies • Bundling resourcing strategies and activities • The components of employee resourcing strategy • Workforce planning • Employee value proposition • Resourcing plans • Retention strategy • Flexibility strategy • References • Talent management strategy • Introduction • Talent management defined • What is talent? • The process of talent management • Developing a talent management strategy • References • Learning and development strategy • Introduction • Strategic human resource development (SHRD) • Human resource development philosophy • Elements of human resource development • Strategies for creating a learning culture • Organizational learning strategies • Learning organization strategy • Individual learning strategies • References • Reward strategy • Introduction • Reward strategy defined • Why have a reward strategy? • Characteristics of reward strategies • The basis of reward strategy • The content of reward strategy • Guiding principles • Developing reward strategy • Effective reward strategies • Reward strategy and line management capability • The problem with the concept of reward strategy • References • Employee relations strategy • Introduction • Employee relations strategy defined • Concerns of employee relations strategy • Strategic directions • The approaches to employee relations strategy • Formulating employee relations strategies • Partnership agreements • Employee voice strategies • References • PART FOUR: The strategic HRM toolkit • Author Index • Subject Index.
About the Author: Michael Armstrong is a former Chief Examiner of the Chartered Institute of Personnel and Development and an independent management consultant, with extensive experience in publishing and the aerospace and food industries. He is a prolific management author who has sold over 500,000 books on the subject of HRM, including the leading HR title Armstrong’s Handbook of Human Resource Management Practice, as well as Armstrong’s Handbook of Reward Management Practice, Armstrong’s Handbook of Performance Management and How to be an Even Better Manager (all published by Kogan Page).