Strategic Human Resource Development

By challenging the reactive, prescriptive and formulaic theories of modern change management Jim Grieves sketches out the boundaries of a new discipline that views change as an internal and proactive approach in organizations that should involve more than just the top team. `I thoroughly enjoyed this book which is well-argued, well-structured and superbly referenced. It will be of value to those studying change and strategic management and human resource development at masters level ... Whether it heralds a new approach to organizational change for the new century remains to be seen but it most certainly demolishes many of the recipes of the final part of the last one!' - The Leadership & Organization Development Journal By challenging the reactive, prescriptive and formulaic theories of late 20th century change management, Strategic Human Resource Development seeks to draw the boundaries for a new discipline that views change as an internal and proactive approach to organizations. As middle managers, supervisors and team leaders become increasingly involved in change, they need to learn how to become proactive by developing change from within. Leadership, strategy and critical thinking are today no longer simply the prerogatives of the top team. Strategic Human Resource Development provides a new perspective on managing change for the 21st century. In doing so, it promotes a more enlightened, ethical and skills-focused vision of change management by placing human resources back where they belong - at the forefront of the change agenda. This book is designed to show these skills to students at the master's level of change management, strategic management and human resource development Annotation Strategic Human Resource Development provides a new perspective on managing change for the 21st century. in doing so it promotes a more enlightened, ethical and skills-focused vision of change management, by placing human resources back where they belong - at the forefront of the change agenda. This book is designed to develop these skills in students at master's and MBA levels, studying change management, strategic management, organizational behaviour and human resource development Cover 1 Contents 6 Acknowledgements 8 Introduction 10 Chapter 1 - The roots of strategic human resource development 14 Chapter 2 - Planned strategies for change: the evolution of strategic human resource development 47 Chapter 3 - Analysing culture 71 Chapter 4 - The emergence of strategic human resource development 100 Chapter 5 - Consultants, clients and change agents 129 Chapter 6 - Strategic human resource development interventions 160 Chapter 7 - Conclusion 184 Bibliography 187 Index 214 The subject of Strategic Human Resource Development has emerged as the logical development of the Organizational Development (OD) tradition.