NHRD Journal - National HRD Network

More documents

Recommendations

Info

our energy and excitement are inflamed through an igniting question or a vision of the future, times when positive relationships with work colleagues are a real source of deep satisfaction and a key reason why we decide to stay with a company. Why and when do Hot Spots emerge? What is it about some people that supported the emergence of Hot Spots, and what role did the leaders of their company play? Why do some Hot Spots flourish while others fail? The answer can be found in the formula for Hot Spots: Hot Spots = (Cooperative Mindset × Boundary Spanning × Igniting Purpose) Productive Capacity References Lynda Gratton, Hot Spots: Why Some Companies Buzz with Energy and Innovation - and Others Don’t. Financial Times Prentice Hall, 2000. 36 November 2007 NHRD Journal
BRINGING CHANGE TO THE CHANGE AGENTS - A LOOK AT INDIAN NGOs MUSTAFA MOOCHHALA AND TEJINDER SINGH BHOGAL Mustafa Moochhala finished from XLRI and worked initially with Modi Xerox. He moved to work in Pradan, an NGO, and was based in Madhya Pradesh and then in Chennai. He focuses on HR Consulting, Organization Development and Training. He presently divides his time between Consulting as part of Ma Foi and with NGOs. Tejinder S. Bhogal has over 22 years experience after graduating from IRMA. His initial thirteen years were of working in NGOs. He has implemented rural development projects in the villages of Gujarat and Chattisgarh. For the last nine years he has worked as a Consultant and Trainer on OD and HR issues with a range of NGOs in the country. He is based in Delhi. Introducing Indian NGOs According to various estimates there are anywhere between 1-2 million Non Governmental Organizations (NGOs) in India. About 20 million people work in these NGOs, perhaps 85% as volunteers - the other being paid employees. The World Bank defines NGOs as "private organizations that pursue activities to relieve suffering, promote the interests of the poor, protect the environment, provide basic social services, or undertake community development". If we were to draw a simple picture of the usual NGO we would say that it is an informal organization, of, say, 20 people, working to improve the lives of the community the NGO is situated in. This organization would work for altruistic (i.e. noncommercial as well as nonpolitical) reasons, working for the simple reason that its members or employees want to improve the quality of living of their community. This article focuses on these organizations. How NGOs Have Become Increasingly Important In the past decade NGOs have become increasingly important. Many of these organizations have done tremendous work in creating new ways of working with communities and local technologies. They have been creative and courageous; and have built trust in the communities they serve. As a result they have built credibility for themselves and the sector as a whole which has led to their being accepted as a legitimate and important part of civil society. A large number of government programs are now mandated to be run by NGOs. Multilateral agencies such as the World Bank want the Government to use NGOs; so does the Planning Commission of the Government of India. Consequently, NGOs that have performed find that they are able to attract funding for more work: they work in larger areas, and are expected to employ a larger number of people than before. The Nature of NGOs Work The work of NGOs is distinct. NGOs provide a range of services (both directly and indirectly) to various communities. Unlike customers of business organizations, these communities, however, do not pay for these services. These services, instead, are paid for either by the Government, or by independent donor agencies (both Indian and foreign). Though NGOs do a range of work, a common factor for a large number November 2007 NHRD Journal 37
Page 1 and 2: NHRD Journal Organizational Change
Page 3 and 4: S.no Title of the Article Author Pa
Page 5 and 6: ORGANIZATIONAL CHANGE INDIRA J PARI
Page 7 and 8: give subtle shape to the organizati
Page 9 and 10: to be tempered by a sense of humor,
Page 11 and 12: Although the result did not spell o
Page 13 and 14: the Project Sponsor to engage the C
Page 15 and 16: • Consultative - The target popul
Page 17 and 18: Now they are confronted with change
Page 19 and 20: A living system can never be direct
Page 21 and 22: ut in absence of formal process of
Page 23 and 24: Higgs, M. and Rowland, D. (2005),
Page 25 and 26: • Organization Structure Rigid hi
Page 27 and 28: magnitude of the programme, you can
Page 29 and 30: • In only about 10% of the school
Page 31 and 32: memorization, the focus of the teac
Page 33 and 34: HOW HR CAN IGNITE 'HOT SPOTS' YOGI
Page 35: pointed the prerequisites of change
Page 39 and 40: were low, people lived simply and s
Page 41 and 42: 'People Academy' that seeks to fost
Page 43 and 44: DEFINING CHANGE AGENTS SANDEEP K. K
Page 45 and 46: human resource process like leaders
Page 47 and 48: References Chris Argyris, Initiatin
Page 49 and 50: needs to tell a trained nurse about
Page 51 and 52: esponse to changes in the external
Page 53 and 54: THE ENDURING SKILLS OF CHANGE LEADE
Page 55 and 56: left to resolve tensions, answer qu
Page 57 and 58: neglected step in the change proces
Page 59 and 60: enefits of the long march are lost,
Page 61 and 62: To address the challenge of executi
Page 63 and 64: very capable people; but the organi
Page 65 and 66: DRIVING ORGANIZATIONAL CHANGE LEENA
Page 67 and 68: change, preparing the leadership an
Page 69 and 70: However the good news is that the a
Page 71 and 72: Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
Page 75 and 76: • Finance and Accounts • Techni
Page 77 and 78: and gives the freedom to fail. Chan
Page 79 and 80: therefore shift gear and venture in
Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
Page 83 and 84: interactional justice focused on th
Page 85 and 86: and in a manner that is perceived a
Page 87 and 88:
the merger, in whichever form has a
Page 89 and 90:
is high, implying that there would
Page 91 and 92:
• Successful integration approach
Page 93 and 94:
management and the labor leaders to
Page 95 and 96:
ONE REASON FOR FAILURE OF CHANGE IN
Page 97 and 98:
IPO: A POWERFUL INTERVENTION IN ORG
Page 99 and 100:
In expectation of such a reaction,
Page 101 and 102:
system was designed, requiring mana
Page 103 and 104:
Then the system was recommended for
Page 105 and 106:
Newsletters used to be published an
Page 107 and 108:
CHALLENGE OF MANAGING ORGANIZATIONA
Page 109 and 110:
productive deployment of raw talent
Page 111 and 112:
Conclusion There is a broad agreeme
Page 113 and 114:
change is indeed the engine which f
Page 115 and 116:
and regional development programs.
Page 117 and 118:
ORGANIZATIONAL CHANGE-MARUTI SUZUKI
Page 119 and 120:
in the HR thinking, approach and th
Page 121 and 122:
• Cross Functional Teams (CFTs) o
Page 123 and 124:
i. Technology • Plant location
Page 125 and 126:
consolidates in a short period of f
Page 127 and 128:
PBIT (Rs in crores.) The Company ha
Page 129 and 130:
concepts in an organizational conte
Page 131 and 132:
APPEAL TO CONTRIBUTORS The National
show all

NHRD Journal - National HRD Network

Create successful ePaper yourself

Delete template?

Save as template?