| Description |
vi, 210 p. : ill. ; 25 cm. |
| Bibliography |
Includes bibliographical references (p. [178]-204) and index. |
| Contents |
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. |
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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. |
| Subject |
Manpower planning.
|
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Organizational change.
|
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Employees -- Training of.
|
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Personnel management.
|
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Strategic planning.
|
| ISBN |
0761949445 (pbk.) |
|
9780761949442 (pbk.) |
|
0761949437 (hard) |
|
9780761949435 (hard) |
|
0761949347 |
|
