Human resource management practice I also available by michael armstrong

Part 

2

  People and Organizations

162

tabLe 

12.1

 

Organization development activities

Organization 

development activity

Brief description

Objective

Business model innovation

The process followed by an 

organization to develop a new 

business model or change an 

existing one.

To obtain insight into the 

business issues facing the 

organization, leading to plans 

for practical interventions that 

address those issues.

Change management

The process of planning and 

introducing change 

systematically, taking into 

account the likelihood of it 

being resisted.

To achieve the smooth 

implementation of change.

Culture change

The process of changing the 

organization’s culture in the 

shape of its values, norms and 

beliefs.

To improve organizational 

effectiveness – the ability of an 

organization to achieve its goals 

by making effective use of the 

resources available to it.

Engagement, enhancement of

The development of improved 

levels of job and organizational 

engagement.

To ensure that people are 

committed to their work and 

the organization and motivated 

to achieve high levels of 

performance.

High-performance working

Developing work system 

processes, practices and 

policies to enable employees 

to perform to their full 

potential.

To impact on the performance 

of the organization through its 

people in such areas as 

productivity, quality, levels of 

customer service, growth and 

profits.

Knowledge management

Storing and sharing the 

wisdom, understanding and 

expertise accumulated in  

an organization about its 

processes, techniques and 

operations.

To get knowledge from those 

who have it to those who  

need it in order to improve 

organizational effectiveness.

Lean

A process improvement 

methodology that focuses on 

continuous improvement, 

reducing waste and ensuring 

the flow of production.

To deliver value to customers.

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