Strategic human resource development [electronic resource] / Jim Grieves
- Grieves, Jim
- London : SAGE, 2003.
- Physical Description:
- 1 online resource (vi, 210 pages) : illustrations
- Machine generated contents note: 1.The roots of strategic human resource development -- Introduction: the argument for strategic human resource development -- Organizational development (OD) -- Strategic human resource development -- Early twentieth-century management and social science approaches -- Scientific management, Fordism and the elimination of uncertainty -- The problem of control and compliance -- Organizational analysis as critique -- Strategic human resource development as critical theory -- 2.Planned strategies for change: the evolution of strategic human resource development -- Organizational design and the management of change in the twentieth century -- The excellence movement: the attempt to create permanent innovation and enterprise -- Empowerment -- Strategic downsizing -- Programmed approaches to change: total quality management, business process reengineering and teamwork -- 3.Analysing culture -- Approaches to analysing culture -- Functional analysis -- The interpretative approach: culture as negotiated meaning -- The analysis of cultural codes -- Analysing discourse: speech acts, metaphors and organizational culture -- Developing organizational cultures -- 4.The emergence of strategic human resource development -- Approaches to change -- The reasons for failed change programmes -- Change, world competition and the revival of the managerial agenda -- Critiques of planned change interventions -- The birth of strategic human resource development -- Strategic human resource development: the triggers for change -- Strategic change and learning -- Four central characteristics of strategic human resource development -- 5.Consultants, clients and change agents -- The nature of consultancy -- Strategic human resource development and the role of the change agent -- Using diagnostic techniques -- Turning data into knowledge -- 6.Strategic human resource development interventions -- Contracting with the client -- Becoming an internal consultant -- Maintaining equilibrium - managing the systems fits -- The production of meaning: understanding drama -- Strategic learning -- Learning and change -- 7.Conclusion.
- By challenging the reactive, prescriptive and formulaic theories of modern change management Jim Grieves sketches out the boundaries of a new discipline that views change as an internal and proactive approach in organizations that should involve more than just the top team.
- 9781446216859 (ebook)
- Audience Notes:
- Bibliography Note:
- Includes bibliographical references and index.
View MARC record | catkey: 25811571