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Using the four HRD stages for organisational renewal

Using the four HRD stages for organisational renewal Purpose of this paper: Strategic change management teams are commonplace in contemporary organisations, but rarely are they strategic in their focus, processes or outcomes. Rather strategic change management teams have come to represent a new sort of management problem because they often tend to perpetuate poor management rather than strategic management. The purpose of this paper is to reinforce the importance of innovative, entrepreneurial and strategic practices in leading and managing organisational renewal. Design/methodology/approach: The author has developed a theoretical change management approach which draws on the four stages of human resource development. This process is applied to suit the unique conditions of Weston Transnational – a hypothetical organisation suffering from the early effects of poor strategic management. Findings: The proposed strategy comprises four stages of human resource development: investigation, design, implementation, and evaluation. These stages are overlayed by careful consideration of the critical ideas of inclusion, learning and change that are integral to the successful leadership of new initiatives. Originality/value: The framework appeals as having potential for wider applicability to many types of organisations operating in a variety of different contexts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Using the four HRD stages for organisational renewal

Matthew Harrison
Journal of Management Development , Volume 23 (8): 10 – Sep 1, 2004
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References (19)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710410549620
Publisher site
See Article on Publisher Site

Abstract

Purpose of this paper: Strategic change management teams are commonplace in contemporary organisations, but rarely are they strategic in their focus, processes or outcomes. Rather strategic change management teams have come to represent a new sort of management problem because they often tend to perpetuate poor management rather than strategic management. The purpose of this paper is to reinforce the importance of innovative, entrepreneurial and strategic practices in leading and managing organisational renewal. Design/methodology/approach: The author has developed a theoretical change management approach which draws on the four stages of human resource development. This process is applied to suit the unique conditions of Weston Transnational – a hypothetical organisation suffering from the early effects of poor strategic management. Findings: The proposed strategy comprises four stages of human resource development: investigation, design, implementation, and evaluation. These stages are overlayed by careful consideration of the critical ideas of inclusion, learning and change that are integral to the successful leadership of new initiatives. Originality/value: The framework appeals as having potential for wider applicability to many types of organisations operating in a variety of different contexts.

Journal

Journal of Management Development – Emerald Publishing

Published: Sep 1, 2004

Keywords: Entrepreneurialism; Human resource development; Change management

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