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Change Management |
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COURSE ORIENTATION:Course objectives, Reading material, Scope of the subject
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BENEFITS AND SIGNIFICANCE OF CHANGE MANAGEMENT:Traditional management domain
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KURT LEWIN MODEL: ASSUMPTIONS AND IMPLICATIONS:Change Movement, Refreeze
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IMPLICATIONS OF KURT LEWIN MODEL:Sequence of event also matters, A Critical Look
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SOME BASIC CONCEPTS AND DEFINITIONS:Strategic change, Logical incrementalism
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TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP:Micro-changes, Organisation Development
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THEORIES OF CHANGE IN ORGANISATIONS
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LIFE CYCLE THEORY:Unit of Change, Mode of change, Organisation death
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TELEOLOGICAL THEORIES OF CHANGE:Unit of change, Mode of Change, Limitations
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DIALECTICAL THEORIES OF CHANGE:Unit of Change, Strategic planning
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A DIALECTICAL APPROACH TO ORGANISATIONAL STRATEGY AND PLANNING:
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LIMITATION OF DIALECTICS; DA AND DI:Overview of application of dialectics
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THEORIES OF CHANGE IN ORGANISATIONS
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APPLICATION OF EVOLUTIONARY THEORY:Managerial focus
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FURTHER APPLICATION OF EVOLUTIONARY THEORIES:Criticism
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GREINER’S MODEL OF ORGANISATIONAL– EVOLUTION AND REVOLUTION
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GROWTH RATE OF THE INDUSTRY:CREATIVITY, DIRECTION, DELEGATION
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COORDINATION:COLLABORATION, The Crisis
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ORGANISATION ECOLOGY:Structural Inertia, Internal Structural Arrangements, External Factors
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CLASSIFICATION OF ORGANIZATIONAL SPECIES:Extent of Environmental Selection, Determinants of Vital Rates,
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FOOTNOTES TO ORGANISATIONAL CHANGE:Stable Processes of Change, Rule Following, Conflict
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SOME COMPLEXITIES OF CHANGE:Superstitious Learning, Solution Driven Problems
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ORGANIZATIONAL ADAPTATION:The Entrepreneurial problem, The Administrative Problem
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PROSPECTORS:Analyzer, Reactors, Adaptation and Strategic Management
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SKELETAL MODEL OF ADAPTATION:Determinants of Adaptive ability, The Process of Adaptation
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STRATEGIC CHANGE:Nature of Change, The Importance of Context, Force field Analysis
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Management Styles and Roles:Change Agent Roles, Levers for managing strategic Change
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SYMBOLIC PROCESSES:Political Processes, COMMUNICATING CHANGE, Change Tactics
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STRATEGIC CHANGE:Pettigrew & Whipp’s Typology, Context on X-axis (Why of change)
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STRATEGIC CHANGE:Attributes of SOC Model, Implications for Management
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STRATEGIC CHANGE:Flow of Information, Recruitment, SOC Process
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Determinants of a Successful Change Management:Environmental, Management Orientation, Management Orientation
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Higgins 08 S Model – An Adaptation from Waterman’s Seven S model:Strategy, Systems and Processes, Resources
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IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
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IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
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WHY IMPLEMENTING STRATEGIC CHANGE IS SO DIFFICULT?:Change Typology, Technical Change
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IMPLEMENTATION APPROACHES:Attributes of incremental change,
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IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
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IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Definition of Leadership, Follower Work Facilitation
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IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Recognize the challenge
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IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
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IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL:Features of Radical Change, Theory of P-E model
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CHANGE IMPLEMENTATION: OD MODELS:The Transactional Factors
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CULTURE, VALUES AND ORGANIZATIONAL CHANGE:Significance and Role of Values, Values Compete
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ORGANIZATIONAL VALUES, CULTURE AND ORGANIZATIONAL CHANGE:Issues in Change Management
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