Developing People and Organisations introduces and explores concepts relevant to the learning outcomes for the optional units in CIPD's Level 5 Intermediate qualifications in human resource development (HRD) and organisational design and development. It provides a practical and accessible exposition of key theories informing the professional practice of HRD so students can explain and analyse the organisational context of HRD practice and describe, compare and critically evaluate a range of theories and approaches. Written and edited by CIPD-accredited experts in the field and mapped to CIPD's HR Profession Map, Developing People and Organisations covers key topics such as organisation design and development, developing coaching and mentoring in organisations, meeting OD needs and developments in HRD. It includes reflective activities, annotated further reading, a glossary and case studies to encourage the application of theory to a practical working environment. Online supporting resources include an instructor's manual, additional case studies, multiple-choice questions and annotated web links.

Human Resource Management: People and Organisations provides thorough coverage of key HR topics and their context to enable students to excel in their academic studies and begin a successful career as a people professional. Now fully updated for a third edition, Human Resource Management: People and Organisations covers everything from HR service and delivery and essential UK employment law through to resourcing and talent planning, employee engagement and reward management. There is also expert discussion or organisation design and development as well as advice on how to improve organisational performance. This edition also includes a brand new chapter on people management in an international context. Fully supported by a range of pedagogical features including learning outcomes to summarise the content that will be covered in each chapter and track progress, reflective activities to consolidate learning and further reading suggestions to support wider engagement with areas of particular interest, this book is ideal reading for anyone studying the CIPD Level 5 Associate Diploma in People Management. Case studies throughout also help students understand how the theory applies in practice. Online resources include Powerpoint slides, a lecturer guide and annotated web links.

Why are some civic associations better than others at getting - and keeping - people involved in activism? From MoveOn.org to the National Rifle Association, Health Care for America Now to the Sierra Club, membership-based civic associations constantly seek to engage people in civic and political action. What makes some more effective than others? Using in-person observations, surveys, and field experiments, this book compares organizations with strong records of engaging people in health and environmental politics to those with weaker records. To build power, civic associations need quality and quantity (or depth and breadth) of activism. They need lots of people to take action and also a cadre of leaders to develop and execute that activity. Yet, models for how to develop activists and leaders are not necessarily transparent. This book provides these models to help associations build the power they want and support a healthy democracy. In particular, the book examines organizing, mobilizing, and lone wolf models of engagement and shows how highly active associations blend mobilizing and organizing to transform their members' motivations and capacities for involvement. This is not a simple story about the power of offline versus online organizing. Instead, it is a story about how associations can blend both online and offline strategies to build their activist base. In this compelling book, Hahrie Han explains how civic associations can invest in their members and build the capacity they need to inspire action.

A Radical New Model for Unleashing Your Company’s Potential In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.

One of three books developed to cover the entire intermediate level CIPD qualification. This title focuses on optional HRM units. The other titles consist of Studying Human Resource Management and Developing People and Organisations.

The new edition of this influential and bestselling book is concerned with how people come together to achieve a productive purpose. Survival and success in business and social terms have always depended upon our ability to form and sustain social organisations. People have a deep need to be creative and to belong. By creating positive organisations we can fulfil these needs and build a worthwhile society. One of the failures of organisations is precisely the lack of efficient and effective social organisation, which is what this whole book is about. Poor social organisation, including poor leadership, are major drivers of poor productivity and lead people to give up or retreat into a minimalist approach of just doing what is needed to get by and survive. The authors provide a language for developing, discussing, thinking and working with propositions about organisations and management. They do not tell you what decision to make but rather present tools to help you consider, analyse and predict the consequences of your decisions. This new edition is much broader in its application areas – public, private and not-for-profit sectors. It contains new models and propositions with regard to types of social organisation, domains of work and the nature and use of authority. It contains a range of new case studies, and throughout looks at how these ideas can be used to achieve an organisation’s purpose while encouraging creative working. It is not a book about fads or fashion but an integrated approach that offers the user the benefit of foresight.

Based on open source principles of transparency, participation, and collaboration, "open management" challenges conventional business ideas about what companies are, how they run, and how they make money. This book provides the blueprint for putting it into practice in your own firm. He covers challenges that have been missing from the conversation to date, among them: how to scale engagement; how to have healthy debates that net progress; and how to attract and keep the "Social Generation" of workers. Through a mix of vibrant stories, candid lessons, and tested processes, Whitehurst shows how Red Hat has blown the traditional operating model to pieces by emerging out of a pure bottom up culture and learning how to execute it at scale. And he explains what other companies are, and need to be doing to bring this open style into all facets of the organization.