Given today's context of tough change, organizations need to be able to innovate as well as develop and implement strategy quickly and efficiently. The key to this is agility - a set of capabilities that can help organizations to rapidly adapt to changing circumstances. At the same time, resilience is also essential if benefits are going to endure over the longer term and if employees are to be kept on board. The Agile Organization focuses on how to build both agility and resilience at individual, team and organizational levels. It draws on a wealth of research, including the lived experience and learning of managers and HR and organization development (OD) professionals to show how it is possible to 'square the circle', becoming more sustainably agile while also enhancing employee engagement and resilience. The Agile Organization showcases the latest thinking - new organizational models, ground-breaking themes and case studies - that illustrate how organizations are addressing the challenge of developing organizational agility. Packed with helpful checklists and practice pointers, this book is a 'go to' guide for senior leaders and managers, HR and OD specialists who want to help bring about organizational transformation and create the new resiliently agile 'business as usual'.
In today's volatile and ambiguous world, organizations need to have the capacity and flexibility to respond rapidly to changes in their environment, both internally and externally. The key to retaining this competitive advantage is agility, a set of capabilities that help organizations adapt with the full co-operation of their employees. Packed with helpful checklists, tips and advice, The Agile Organization is a practical blueprint to building both agility and resilience at individual, team and organizational levels. This revised second edition contains a new chapter on the latest approaches to agile organization design in light of digitization and customer-centricity, as well as new and updated case studies from the University of California, Berkeley, the UK National Health Service (NHS), SNC-Lavalin's Atkins business and General Electric (GE). It remains the 'go to' guide for HR and OD specialists, senior leaders and managers who want to help bring about organizational transformation and build a sustainably agile business while enhancing employee engagement and resilience.
Organization Development (OD) is key to ensuring that organizations and their people can adapt to and engage in ongoing change in today's fast-paced and competitive world. How can those responsible for managing change determine the most appropriate course of action for their organization's needs and maximize capability? Written by two of the leading experts in the field, Organization Development is an essential guide to the theories, practices, tools and techniques for achieving success. It explores the role of HR in relation to OD, and connected areas such as organization design, building organizational agility and resilience, and culture change. Alongside international case studies from organizations including Ernst & Young, Nationwide, Lockheed Martin and the University of Sheffield, UK, this revised third edition of Organization Development contains new chapters on building an adaptive culture of learning and innovation and organization health and 'use of self'. With fresh material on digitization, OD in SMEs, and competence profiles, this is an indispensable handbook to understanding, communicating and implementing organization development approaches for both experienced practitioners and students.
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.
In this book Linda Holbeche offers an historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She considers the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture. Influencing Organizational Effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active role in giving voice to employees and advancing organizational effectiveness. Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master's-level students. It illustrates what ‘better’ might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs of modern organizations.
HR leadership is a rapidly evolving concept. This book draws on the personal experiences of some of today's most talented HR professionals who, through their leadership, are making a real difference to their organisations, no matter what industry they work in.
A non-biased, grounded, and practical approach to employee engagement For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.
Shortlisted for the prestigious Management Consultancies Association (MCA) best management book of the year, 1997. Motivating People in Lean Organizations is the essential guide for managers who need to motivate employees and promote new forms of career development. In organizations that have been delayered, career progression is often stunted. The best talent may jump ship at a time when they're most needed, leaving less capable employees to fill the space. This book focuses on: implementation of motivational strategies, appropriate internal communications, new career development structures, reward and recognition of achievement. Motivating People in Lean Organizations is idea for HR/training managers and directors. Line managers, team leaders and internal communications managers will also find this of great benefit. Linda Holbeche is Director of Research at Roffey Park Management Institute. She has been studying career development in organizations with flatter structures for several years and is the author of Career Development: The impact of flatter structures on careers.
Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation, flexibility and customer-responsiveness. If organizations wish to be able to compete successfully in the global marketplace, they need to develop innovative products and services quickly and cost-effectively. The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent. This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.
Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization. Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment.
It is never possible to return literally to times and events of the past. Even places revisited will not be the same as they were. But we can, at least to some extent, go back in our minds. In trying to capture some of the past and record for posterity my lifetime of adventures, I find that my memory has been stretched more than I thought possible. The mind is a funny thing, and time is slippery stuff, but someone has said that we remember more than we think we do; that years after the fact, one day things fall into place and we say, "Ah yes, I remember that well.
Will the early years of the new century continue to witness the huge growth in merger and acquisition activity which marked the end of the last? The chances are that they will - witness the value of deals carried out by the top five investment banks in the first quarter of 2001 alone ($456.2 billion). The quest for the golden fleece is alive and well. Will the majority of M&As continue to fail to achieve their potential value? This book is about breaking out of the cycle of grand strategy, great prospects, poor implementation, lost opportunities. The authors believe that it is possible for M&As to realise their value - and more. Bringing home the golden fleece involves more than just setting sail in quest for riches. It's about understanding the destination/end game, and working out the most appropriate route. This book has been written with the practitioner in mind, with the thirteen chapters split into three sections. The first section provides an overview of the merger process and outlining the key elements of success. Section Two focuses on the nuts & bolts of managing the integration process - from transition to full integration. Illustrated by a detailed case study of Articon Integralis AG, the leading supplier of IT Security Solutions and Services in Europe. The final section looks at the themes that can make or break mergers - creating the culture of the new organisation, communications, retention and the roles of line managers and HR. Each section is supported by checklists that should be helpful whether you are a novice at the merger game or an expert.
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