Applied Human Resource Management: Strategic Issues and Experiential Exercises gives business students in-depth, hands-on experiential learning applications to help them develop the skills they will need as human resource professionals who deal with people in diverse settings and situations. Providing maximum teaching flexibility, each chapter presents ten different issues that organizations must resolve to manage their human resources effectively. These chapters also offer four distinct types of interactive learning experiences: Strategic Issues in HRM Exercises, Applications, Experiential Exercises, and Creative Exercises.
Offers four Strategic Issues in HRM exercises in each chapter that can be used for class discussions, assigned as homework problems, used as topics for group presentations, or incorporated into tests as essay questions; Includes two Applications per chapter, brief projects that require students to apply a human resource management concept to a realistic situation, which are ideal for use as homework assignments, instructor illustrations/demonstrations, or in-class projects; Provides two Experiential Exercises in each chapter to provide students with hands-on learning experiences within a realistic context; Includes two open-ended Creative Exercises per chapter that ask students or teams to develop unique solutions to realistic problems using what they have learned; Provides a list of each chapter's exercises grouped according to The Human Resource Certification Institute's Body of Knowledge in Human Resources Management categories to help instructors plan the exercises they want to use according to the HRM Body of Knowledge
This book is an ideal core or supplemental text for graduate-level courses in Human Resource Management, Advanced Human Resource Management, and Personnel Management in departments of business, management, public administration, education, and psychology.
Chapter 11: Organizational Change and Development
Organizational Change and Development
Change is a fact of life for all organizations. The capacity for continuous change and improvement is particularly important in today's turbulent environments where technologies, markets, and competitive situations are changing rapidly and unpredictably (Snyder & Cummings, 1998). Mitroff, Mason, and Pearson (1994) have suggested that the world is in transition from the Industrial Age to the information/knowledge/Systems Age, and organizations must redesign themselves to meet the challenges of crisis management, global competitiveness, environmentalism, and ethics. An organization's capacity for adaptation, flexibility, and innovation may be necessary for survival (Meyer & Stensaker, 2006; Snyder & Cummings, 1998). Because organizations are constantly required to optimize their processes and continuously search for innovative solutions that can give them a ...