ORGANIZATION DEVELOPMENT IN CITY TRAFFIC POLICE LAHORE-A CASE STUDY
- `Quick-fix' failures. // Manager: British Journal of Administrative Management;May/Jun99, Issue 15, p8
Cites a report from Warwick Business School in Warwick, England indicating that organizational changes succeed when they are made simultaneously at different departments. Warning against improving performance through simple and singular changes; Percentage of surveyed organizations that trimmed...
- Shrinking 'Change Cycle' exposes dysfunction in workplace employees. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;12/07/98, Issue 322391, p6
Comments on the importance of recognizing the effect of organizational change cycles on employee management strategies. Determination of the amount of time it takes to adopt to cycle changes; Recognition of the role of technology in speeding up the cycle; Identification of values and opinions...
- Human Resource Management: An Index and its Relationship to Readiness for Change. Fox, David G.; Ellison, Robert L.; Keith, Karen L. // Public Personnel Management;Fall88, Vol. 17 Issue 3, p297
Focuses on the relationship between human resource management (HRM) and readiness for change. Use of HRM index on measuring performance level of organizations; Factors leading to poor organizational effectiveness; Usability of HRM index on assessing management practices.
- Implementation of change arouses array of responses. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;10/02/2000, Issue 322676, p7
Advises on how executives can help their employees adjust to changes in the organization. Need for cooperation between managers and employees; Areas where organizational change is likely to occur in various types of businesses; Changes in service-oriented organizations.
- 9 ways to create an atmosphere for change. Denton, D. Keith // HRMagazine;Oct96, Vol. 41 Issue 10, p76
Presents ways on how human resource executives can create the right atmosphere for organizational changes. Creation of dissatisfaction with the status quo; Reduction of the fear of change; Benefits of change; Building of support for change; Definition of specific change objectives.
- AN IMPROVEMENT CYCLE FOR HUMAN RESOURCE DEVELOPMENT. Likert, Rensis // Training & Development Journal;Jul78, Vol. 32 Issue 7, p16
Discusses improvement cycle for human resource development (HRD). Features of organizational development (OD); Contributing factor in the failure of OD to produce improvement in medical center; Characteristics of a management system that can be used as model to guide HRD efforts.
- SURVEYING ORGANIZATION DEVELOPMENT SKILLS. Warrick, D.D.; Donovan, Tom // Training & Development Journal;Sep79, Vol. 33 Issue 9, p22
Reports on surveys of leaders in organizational development (OD) which shows the skills compiled from the survey and provides a way for OD practitioners to evaluate their own OD skills. Identification of major skills; Importance of consulting skills; Need for OD practitioners to develop a sound...
- SPEAKING FROM EXPERIENCE. Goad, Tom // Training & Development Journal;Sep79, Vol. 33 Issue 9, p46
Discusses the role of Organizational Development (OD) in making organizations successful and in meeting the needs of everyone involved in them. Reason for the application of OD to large organizations; Suggestions in preparing management people of small organizations to become change agents.
- DEVELOPING A MOTIVATIONAL STRATEGY. Janson, Robert // Training & Development Journal;Sep79, Vol. 33 Issue 9, p56
Explores the potential for immediate productivity gains and comprehensive organizational change. Suggestion of a comprehensive strategy of organizational change for productivity; Changes in design of the job and other structural elements; Criteria of good layout and workflow.