Organization Design : The Collaborative Approach (Paperback)

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?; Consultant and client reviews; Checklists - What works well; What pairs work; Characteristics of success/failure in organisation design; Scope; Change skills; Completing the design; Implementation; Information Sheets and Toolkit Items - How to structure and write a purpose statement and objectives for your Department; Senior manager away day; Job description - OD project manager; Manager away day; Strategies for meeting the challenge of not enough time; Elements of a project plan; Ten principles of good design; Alignment diagnosis; Personal transition; Taking an audit; Ability to Change and Transform; Barriers; Capacity to Act; Choosing an Effective Design; Choosing Structures; Communication Strategy Guidelines; Communication; Example Template; Consultancy Approach; Decision Making; Effective Leaders; The Five Paths Of Development; Force-Field Analysis; Guiding Principles; Impact Analysis; Insufficient Capacity To Act; Managing Change; Seven -S' Framework; Minimising Manager Resistance; Multiple Roles of Consultants as Facilitators; The Three Overlapping Phases of Transition; People Plan Action Planning Checklist; People Planning Framework; People Planning Key Questions; Problem Solving Process; Question Areas To Cover; Radar Chart; Selection Options; Six Keys to Success; Stakeholder Analysis; Project Plan; Risk Analysis