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"A single reference source for understanding, leading, and managing the change process to skillfully translate vision into results.Change Basics will enable you to skillfully introduce and manage change. With an essential background on reasons for initial resistance and an analysis of possible outcomes, it provides specific strategies to counter opposition and implement a change initiative in your organization."

"Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance."

"Maybe the reason so many well-intentioned management initiatives fall short is because typical "best practice" methods only help managers avoid failure, rather than produce genuinely spectacular results. Jane Linder proposes a new way of managing. From developing a virtual reality simulator for underwater mining equipment to saving an Ohio oil refinery from closure, "Spiral Up" presents accounts of everyday project champions who have produced breathtaking results ...and shows readers how to do the same."

"Table of contents :- Preface - Introduction - Step one: understand change - Step two: assess the impact of change - Step three: assemble a change management team - Step four: build a vision for change - Step five: put a change strategy in place - Step six: win support - Step seven: communicate effectively - Step eight: overcome challenges - Step nine: measure success - Step ten: review lessons learned - References - Index - About the author "

"Contents :- Introduction - Chapter 1: React to change—take a breath and wait - Chapter 2: Understand change—position yourself to win - Chapter 3: Fight or flight—decide on your strategy - Chapter 4: It’s not just you—manage your worry - Chapter 5: You’re looking good—attitude matters - Chapter 6: Get over it—communicate “I’m on board” - Chapter 7: Get some political savvy—play the game well - Chapter 8: Make it a career positive—find opportunities amid the chaos - Chapter 9: Don’t let your guard down—prepare for the next change - Chapter 10: Conclusion—lessons in change - Appendix - About the author - Index"

"Penelitian ini bertujuan untuk menganalisis pandangan karyawan dan masyarakat tentang kebijakan perubahan organisasi Direktorat Management Production Sharing (MPS) Pertamina. Di samping itu, penelitian ini juga bertujuan untuk menganalisis perbedaan pandangan antara karyawan dan masyarakat terkait dengan perubahan tersebut serta menganalisis strategi pengembangan yang tepat bagi organisasi Direktorat Management Production Sharing (MPS) Pertamina.Untuk menganalisis permasalahan tersebut metodologi yang digunakan adalah dengan teknik deskriptif dan uji statistik. Metode deskriptif dilakukan dengan Cara mendeskripsikan item-item pernyataan dalam kuesioner berdasarkan tanggapan responden. Sedangkan untuk uji statistik dilakukan dengan menghitung nilai t, yang digunakan untuk mengetahui ada tidaknya perbedaan pandangan karyawan tentang kebijakan perubahan organisasi. Sampel penelitian yang digunakan yaitu sebanyak 43 orang karyawan dan 43 orang masyarakat yang diambil dengan teknik simple random sampling.Berdasarkan hasil analisis deskriptif diketahui bahwa secara umum perubahan organisasi dari direktorat MPS menjadi BP Migas menghasilkan tanggapan yang cukup baik, terutama menyangkut adanya inovasi, efektivitas dan ef isiensi, produktivitas, daya tanggap terhadap situasi eksternal, kreativitas karyawan, penerapan strategi, perbaikan proses bisnis, pengembangan sistem organisasi dan tingkat pelayanan. Namun, mengenai masalah margin keuntungan, antisipasi terhadap situasi bisnis yang tidak pasti dan kerjasama antarkaryawan dinilai belum berjalan secara optimal. Sedangkan dari hasil pengujian hipotesa diketahui bahwa tidak terdapat perbedaan persepsi antara karyawan dengan masyarakat mengenai perubahan kebijakan di Direktorat MPS Pertamina. Sementara itu mengenai strategi perngembangan yang dilakukan oleh Direktorat MPS Pertamina adalah dengan proses konsultasi pembentukan tim kerja yang solid.Terkait dengan hasil penelitian tersebut sebaiknya BP Migas mulai menyusun perencanaan organisasi dengan perencanaan yang matang dan menipertimbangkan aspek kemampuan pegawai, mendesain proses bisnis dengan mempertimbangkan aspek eksternal yang mengacu kepada kompetensi intinya di bidang perminyakan, mcminta bantuan konsultan agar pelaksanaan proses konsultasi lebih terarah dan perlunya dibentuk tim kerja yang didasari kebutuhan di organisasi."

"Many workplace learning and performance professionals struggle to connect their work with many of the traditional elements of organization development (OD). This Infoline will show you how they are connected and how to use that connection to your advantage. The issue presents a seven-phase process for OD and shows you how understanding OD principles will allow you to position your own workplace learning and performance interventions within the total system of the organization to increase your credibility."

""Today's workplace is already a tapestry comprising people of countless different backgrounds, ethnicities, age groups, religions, and more. But that diversity is just the beginning of a radical shift in the makeup - and requirements - of tomorrow's workforce." "The New Workforce gives you a clear picture of the rapid changes now under way - along with the steps required to attract and retain motivated, loyal, and productive employees. Based on a wealth of statistics, research, interviews, and firsthand experience, the book pinpoints five sweeping trends."

"This little book has a serious purpose: it is filled with dozens of easy, creative ways to recruit, retain, train, motivate and reward employees. The philosophy behind "Get Weird!" is lighten up, have some fun and make your company a "great" place to work. Included are 101 techniques for motivating, innovating and problem-solving, organized into logical components, such as: winning today' talent; the care and feeding of talent; changing a company's culture; rewarding through perks, pay and pats on the back; and enhancing your company image to customers and prospective talent. Readers should enjoy stimulating their own creativity by perusing and using some of these crazy ideas, for example: "get out of jail free" card; opportunity knocks; homecoming celebration; bozo filters; headhunters hostage pay; galloping gourmets; rock me baby!; chain letters; camp MED; and more. The need to recruit and retain good people remains the "key" for employers as unemployment remains at a 30-year low."

""Which business structures are best suited to the unpredictable 21st century? How can a company, division, or department reconfigure itself with minimum disruption and maximum impact? Every executive grapples with problems of restructuring--and most need hands-on guidance to solve them. This eye-opening book shows business leaders at all levels how to examine their choices by leading them systematically through these fundamental questions: * Should we restructure to meet our strategic goals? * What are the best structural options to achieve our success? * What lateral processes are necessary to support the new structure? * How do we staff the restructured organization to optimize results? Based on Galbraith's world-renowned approach, this guide includes examples and worksheets that pilot readers through the essential steps of organizational design.""