Organization
!

Conflict in Organizational Groups
!
Based on conference presentations held at the Kellogg School of Management, Conflict in Organizational Groups reveals the latest international thinking on organizational conflict in the business sector. It tackles complex questions about conflict, such as whether it is always considered negative or if there are situations where it can be positive, and presents advances in theory and methodology to challenge current thinking.

Demonstrating how conflict can work for and against performance, this book will enable you to understand and manage it effectively in your organization. By nurturing the good aspects and suppressing the bad, you will encourage an effective organizational group, which will ultimately lead to a more productive and profitable workforce.

REVIEWS :

“This thoughtfully constructed book offers some valuable insights – and should prove enlightening reading.”
Alun Harvey and Bob Little

Organization Design
!
Introduction; The book; what it does and how it does it; The roles of the players: HR consultant, line manager, other stakeholders (including sponsor, interface departments): The journey: overview map - high (macro) level and overview map -more detail (micro) level; Phase 1 - Preparing for Change: the Diagnosis; Why change?; What are the options? How do we know we're making the right choice?; First stage proposal; Phase 2 - Choosing to re-design: Scoping Phase and Contracting; What have we let ourselves in for?; How do we determine the scope and boundary of the work?; Where do we go from here?; Second stage proposal, consultant and client reviews; Phase 3 - Creating the high level (macro) design and the detailed (micro) design; How do we get started?; What do we do next?; When have we completed the design?Assignment progress reports; Phase - 4 Handling the transition; What are the people implications?; Why are we getting bogged down?; How do we keep things going?; Assignment progress reports; Phase 5 - Reviewing the design; Why should we review?; How should we go about it?; What do we do as a result of it?
Organization Design looks at how you need to change the ways your organization does things in order to increase productivity, performance, and profit. Providing the knowledge and method to handle the kind of recurring organisational change that all businesses face, those which do not involve transforming the entire enterprise but which necessitate significant change at the business unit, divisional, functional, facility or local levels. The problem lies in knowing what needs to change and how to change it. Taking the organisation as a designed system, it describes four major elements of organizations: the work - the basic tasks to be done by the organisation and its parts, the people - characteristics of individuals in the organization, formal organization - structures eg the organisation hierarchy, processes, and methods that are formally created to get individuals to perform tasks, informal organization - emerging arrangements including variations to the norm, processes, and relationships, commonly described as the culture or 'the way we do things round here'. The way these four elements relate, combine and interact affects productivity, performance and profit. Most books on this subject target a wide management audience rather than HR, this is specifically written for HR practitioners and line managers working together to achieve the goal. It clarifies why and how organisations need to be in a state of readiness to design or redesign and emphasises that people as well as business processes must be part of design considerations.

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Revised Edition
!
Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture.
Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Reframing Organizations: Artistry, Choice, and Leadership, 3rd Edition
!
In this third edition of their best-selling classic, authors Lee Bolman and Terrence Deal explain the powerful tool of "reframing." The authors have distilled the organizational literature into a comprehensive approach for looking at situations from more than one angle.
Their four frames view organizations as factories, families, jungles, and theaters or temples:
The Structural Frame: how to organize and structure groups and teams to get results
The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics
The Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics
The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story

Organization Development
!
This is the third book in the Jossey-Bass Reader series, Organization Development: A Jossey-Bass Reader. This collection will introduce the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others.