Human Resource Management Essentials You Always Wanted To Know

Emerging from the human relations/ behavioral management movement of the 1920s, Organizational Behavior (OB) was a response to the shortcomings of traditional management approaches. It signaled a shift towards recognizing and harnessing the human element in organizations—a shift that remains as pertinent today as it was then. Despite the profound changes in the workplace landscape over the decades, the core principles of OB have stood the test of time. One concern, nonetheless, remains: Is OB still applicable in today's rapidly evolving workplaces? The answer is a definitive yes! In fact, understanding the concepts of organizational behavior is more critical now than ever before. As workplaces become increasingly complex and diverse, the need to comprehend human behavior, motivation, and group dynamics becomes paramount. In this blog, we'll delve into the reasons why OB remains a vital component of effective management and why its relevance is more pronounced in today's dynamic work environments.     At the heart of any organization are its people. Regardless of technological advancements, organizations function through human effort and interaction. Organizational behavior studies the individual and collective behaviors within an organization. It examines personal factors influencing behavior and performance, offering insights that are instrumental in shaping effective management strategies. As Vic Clesceri, author of Organizational Behavior Essentials You Always Wanted To Know (2nd Edition) emphasizes, grasping OB principles “enables individuals to unlock their potential and contribute more effectively to their teams and organizations.”   The modern workplace is characterized by rapid technological advancements. Organizational behavior plays a pivotal role in helping organizations adapt to these changes. It assists in understanding how technology impacts employee behavior and performance. By providing insights into the integration of technology in work processes, organizational behavior aids in enhancing productivity and efficiency.   Globalization has led to increased diversity in the workforce. Organizational behavior emphasizes the importance of diversity and inclusion in today's organizations. It recognizes the value of different perspectives and experiences, fostering creativity and innovation. By promoting inclusivity, organizational behavior contributes to a positive work environment where all employees feel valued and respected.   Organizational behavior provides a framework for collaboration within organizations. It helps individuals understand their roles within teams and organizations, facilitating effective communication and cooperation. By promoting a better understanding of team dynamics and organizational goals, organizational behavior enhances teamwork and overall organizational performance.   Conclusion: Organizational behavior remains a vital aspect of modern management practices, offering valuable insights into human behavior, team dynamics, and organizational culture. By embracing the principles of OB, organizations can create a more inclusive, innovative, and adaptive workplace, ultimately leading to enhanced performance and success. Also Read: Human Resources Management in the Modern WorldChoosing Organizational Development as a CareerUnderstanding why the human resource department is so vital for an organization

In today's rapidly changing work culture, businesses and organizations are increasingly seeking individuals who are adaptable and capable of thriving in dynamic environments. This criterion emphasizes how vital it is to understand Organizational Behavior (OB). But what exactly does this term encompass? At its core, Organizational Behavior is an interdisciplinary field that explores the interactions among employees and the processes within an organization, all aimed at cultivating a harmonious and efficient work environment. It examines individual behavior within a company, the dynamics of team collaboration, and the interconnected effects of these elements. Moreover, OB takes into account various cultural dimensions, including gender, ethnicity, and the social dynamics inherent in the workplace. For this reason, understanding the intricacies of organizational behavior becomes important, and the second edition of Organizational Behavior Essentials You Always Wanted to Know is here to supplement your understanding of the topic. Front cover of Organizational Behavior Essentials You Always Wanted To Know - an all-in-one guide to understanding the intricacies of workplace dynamics. About the Book: Organizational Behavior Essentials (2nd Edition) is a book meticulously crafted to meet the diverse needs of its readers, presenting complex concepts in a clear and accessible manner. Vic Clesceri, author and expert in organizational development, understands the changing and challenging nature of keeping up with a company’s requirements and thus suggests useful tips and strategies that will be beneficial for professional success. The book begins with a comprehensive overview of work dynamics within a global context, highlighting the pivotal role of inclusivity and diversity. It is structured into three main sections—individual, group, and organization—each exploring the relationships and dynamics within and between these levels. Furthermore, the book delves into the theories and concepts crucial for understanding the intricacies of work and enhancing overall performance. Noteworthy features of the book include: Practical explanations of theories Relevant examples to enhance understanding Simple language, avoiding technical jargon that might confuse readers Chapter summaries for easy recollection and reference In its latest edition, the book includes two additional chapters dedicated to addressing the evolving landscape of organizational environments. One of these chapters focuses on the necessity of change and how effectively navigating change can be a significant asset. The final chapter delves into various assessment tools essential for evaluating an individual's capacity to meet organizational goals. This enables individuals to identify areas for improvement, while organizations tailor their goals to align with individual potentials, thereby bridging any gaps in goal fulfillment. In conclusion, Organizational Behavior Essentials not only equips readers with the knowledge and insights needed to navigate the complexities of modern work environments but also empowers them to drive positive change and foster a culture of inclusivity and innovation. By understanding and applying the principles of organizational behavior, individuals and organizations alike can cultivate a workplace that thrives in today's dynamic landscape. So, embark on this transformative journey today and become a leader in shaping the future of work! Order your copy from here. Also Read: Human Resources Management in the Modern WorldChoosing Organizational Development as a CareerUnderstanding why the human resource department is so vital for an organization  

Human resource professionals face many challenges as they attempt to grapple with the needs of the modern workforce. In an era where mental stability is considered equally important—if not more vital—than financial stability and job security, HR professionals have a new and complex shift in their roles and responsibilities. Earlier, the HR department was one that was just looked at as the department that hired people and processed salary requests. Now, it is more about being involved with the company’s work culture, and even creating a work culture for the company. In her podcast titled People Power: Insights and Strategies for HR professionals, Dr. Denean Robinson, professor and consultant in the field of human resources and leadership, explains the role of HR professionals in the modern world and how they can adapt to the changing requirements of the 21st-century workforce. HR professionals are responsible for a good work culture Ever since the COVID-19 pandemic, there has been a change in the way people view work and how organizations ought to function. The pandemic birthed a whole slew of changes, from work-from-home (WFH) opportunities to hybrid models of working. “The human resources department has to implement programmes that not only develop skill sets, but create an environment where wellness is a key component of support for the organization,” says Dr. Robinson. The average American spends over 35 hours per week working, which translates to roughly 1,900 hours per year—over 1/3rd of his or her lifespan. This makes a good work environment vital from a mental wellness perspective—and it is the HR personnel who need to be trained to evaluate and create a good environment. The new challenge for HR professionals—lack of employable people A new challenge rising up in today’s world is a shortage of skilled workers, as more and more numbers of people drop out of the workforce due to a multitude of reasons. According to data from the US Bureau of Labor Statistics, approximately 38 million people quit the workforce in the year 2022. The resignations were not just limited to any one industry or profession, but occurred across industries and roles. As HR professionals grapple with recruiting new talent, the challenge is balancing payroll budgets with the demands of employees who are themselves searching for financially-viable jobs, in an economy full of steep inflation. “It’s taking employers about 60 to 90 days to fill vacancies—that’s about two to three months,” Dr. Robinson observes. “HR departments themselves are facing burnout.” Careers in human resources are more needed than ever before—but also more challenging For HR professionals, staying on top of current trends is essential, as the workplace dynamics are liable to change and swing at any moment. With technology developments like Artificial Intelligence (AI) shaping not only the future of work but also hiring logistics, the world of work as we know it is changing. In the human resource industry itself, roles are changing as technology is being given more precedence. Chatbots are increasingly being used in the initial stages of the hiring process, and AI is being used to filter applications. Against this backdrop, the role of an HR professional is not just limited to understanding people but understanding the new rules of technology and how it is impacting the hiring process. HR professionals need to be human-centric in today’s era A larger number of people are quitting the workforce due to mental health challenges. Developing employees requires intensive people training, understanding how people “work” and how they perform work, and the core concepts of organizational development. The core skill of becoming an HR professional is developing people and helping them develop—in essence, being a people-person. HR professionals need to strategically assess how  employees’ internal values and external performance will help the organization be sustainable in the long run, especially in the face of larger attrition rates and the continual job changes people are willing to make today. Conclusion As the world changes and economies shrink, the workplace reflects the hurdles employers are facing. Budgets are tighter, both on the payroll side and household side, and attrition is at an all-time high. In this environment, HR professionals need to know how to perform a delicate “balancing-act” between choosing the right people with the available financial limitations they have on hand. Listen to Dr. Denean’s entire podcast on Spotify to understand how you can adapt, either as an aspiring HR professional or a seasoned veteran who wants to understand the changing workforce. Listen to the full podcast on Spotify here. Read the first blog in this series here. Other resources for learning about human resourcesHuman Resource Management Essentials You Always Wanted To KnowDiversity in the Workplace Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know Organizational Development Essentials You Always Wanted To Know

People are the core of an organization. An organization is not a machine but a living being composed of different people structured in different roles. In her podcast, People Power: Insights and Strategies for HR professionals, Dr. Denean Robinson, a professor and consultant in the field of human resources and leadership, explains how understanding people is central to the work of human resource professionals. Here are some snippets from the podcast which summarize the importance of understanding and working with an organization’s people power. Understanding the “personality” of an organization The strength that an HR professional has is their emotional intelligence, which no AI recruiter or Applicant Tracking System (ATS) can replicate. To understand how people work, HR professionals have to be self-aware and tuned to the states of mind and emotions of other people. This will help them understand how people’s personalities impact workplace dynamics, which, in turn, creates the “personality” for the organization, which again decides what kind of people will be a good fit for the roles offered there. Understanding human behavior will help HR professionals understand how the “mind” of the organization works and what kind of people need to be hired. Evaluating the personality of a potential employee HR professionals need to be adept with their communication skills so that they can draw out the person they’re evaluating and create a mental personality profile on the basis of what they say. They need to skillfully add up what they see on the resume plus how the person is presenting themself in the interview. They are responsible for developing a framework for smooth functioning of human capital. This means that HR professionals need to be good “human readers”—able to gauge whether a potential employee will live up to the role they’re applying for. Taking on the role of a leader “Companies have two customers—their external customers and their employees,” says Dr. Denean Robinson. Understanding what the external buyer wants is one thing, but you cannot do that without gaining insights into the characteristics of your own employees first. The role of an HR professional is not merely limited to hiring people but also overseeing how employees are doing within the organization and whether their needs are being met. They are the ones who report back to the CEO about how well people are adapting to their roles. Strong leadership skills are required to intervene if something is going wrong and bring it to the notice of the higher-ups. HR professionals are the ones making decisions that will potentially impact the way the organization works, including hiring across diverse backgrounds and experience profiles. Conclusion As American researcher, author, and speaker James Collins said, “Great vision without great people is irrelevant.” An HR professional’s first and foremost duty is understanding what type of people the organization needs to achieve its full potential, while lifting up the people who work for it. Human capital are the rungs of the ladder which will take the company to success. If you listen to the full podcast episode on Spotify, you’ll understand the secrets behind unlocking the people-power of your company. Stay tuned for the third blog in this series: an interesting reminder of the new challenges impacting modern HR departments. Listen to the full podcast on Spotify here. Read the third blog in this series here. Other resources for learning about human resourcesHuman Resource Management Essentials You Always Wanted To KnowLeadership Essentials You Always Wanted To Know Decision Making Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know

“Human resources is the heartbeat of an organization,” says Dr. Denean Robinson, professor and consultant in the field of human resources and leadership, in the podcast titled People Power: Insights and Strategies for HR professionals. That one word, ‘heartbeat’, is the key to understanding what human resources is all about. You’d be surprised to know that human resources is a fairly young field of practice. The concept of an “HR professional” dates back to the early 20th century, when employment clerks assisted in hiring people to work in factories in the US. From there, it has evolved into a complex system that includes but is not limited to labour laws, workplace ethics, and hiring practices, with specialized departments in organizations set up to regulate the human capital of the company. Let’s understand why knowing and studying human resources is so important today. Without a strong HR department, a company will falter In her podcast, Dr. Robinson speaks about how a robust HR department contributes to supporting the daily functions of an organization. Human resources management is all about understanding the capacity and role of the human capital in the organization and ensuring that every cog in the wheel of the human capital machine is working smoothly. As Dr. Robinson puts it, “Without a strong HR department, a company will falter.” It’s not just about hiring (and occasionally firing!) but also about training employees. And then, there’s the most important characteristic of human capital that HR professionals must watch out for: making sure that the company is not just hiring the right people, but the right people from diverse backgrounds. That’s what we’ll come to next. HR professionals are responsible for ensuring DE&I parameters are fulfilled Diversity is a new buzzword that’s changing how employers and HR professionals view the workforce. DEI, which stands for diversity, equity, and inclusion, is a term that encompasses the core aspects of an organizational framework. Even putting aside ethical concerns, organizations today just cannot function with a homogeneous set of people who have identical resumes, interests, and cultural backgrounds. That’s where the role of the HR professional, who is the one selecting the right mix of talents, comes in. Diversity in a workplace is not just about having people from diverse racial backgrounds. It is about choosing people who have vast and varied interests, across the range of roles available, so that collaboration across departments becomes richer and brainstorming sessions generate a diverse selection of ideas. People who are similar will have similar thought processes, but, for example, a company that has employees across age brackets will be more vibrant and will generate more learning opportunities, directly as well as indirectly. An HR department is not something a company should compromise on Dr. Robinson, who has more than 17 years of work experience in the field of human resources, leadership, marketing, and organizational development, says that it’s always best to have an HR department. An HR department functions as the bridge between the employees of the organization and the top management. So yes, the HR department is responsible for Fun Fridays, but also a redressal mechanism for filtering employee complaints and queries. HR departments function as a professional development component for the organization, assisting in regular ongoing education and ensuring the back-end processes of the company work well. They’re basically the “back-end developers” for the “front-end” workplace you see. Conclusion As HR departments are faced with the challenges pertaining to a modern workforce, understanding what human resource management entails is crucial for adapting to the needs of the 21st-century workforce. Aspiring HR professionals need to up their game, learning not just how to manage the workforce but also what the workforce looks like today. Our next blog in the series looks at the “people power” needed to manage a successful and thriving workforce. Listen to the full episode on Spotify, where Dr. Denean Robinson explains what the field of human resources requires in today’s world. Listen to the full podcast on Spotify here or watch the video on Youtube here. Read the second blog in this series here. Other resources for learning about human resources Human Resource Management Essentials You Always Wanted To KnowDiversity in the Workplace Essentials You Always Wanted To Know Organizational Behaviour Essentials You Always Wanted To Know Organizational Development Essentials You Always Wanted To Know  

Lawyer, Engineer, Doctor, Accountant, Teacher, Architect, Writer, Chef, Journalist, Pilot, Civil servant, Footballer, Cricketer.     The career choices are mind-boggling. The options mentioned above are only some of the more commonly known ones. But, the options have kept growing with time. Digital marketing, video animation, Artificial Intelligence (AI), and environmental science are just some of the career paths that have come into being and attained popularity in the last few decades.     The phase when you reach the end of school years and the time arrives to make a choice that would influence how the next few decades will be spent, are anxious years not only for the you but also your near and dear ones, especially parents. Making dramatic changes mid-stream is quite rare. Most people will tend to continue down an almost linear path on the career they embark upon at the start, with, of course, an occasional segue into a branch here and there.     While there is an element of functionality to the choice of a career, many people tend to opt for a career in their chosen function within the ambit of an organization that either operates in that field or requires specialists of that type.       What is the alternative? An alternative is to operate as an independent professional. In a way, you are the organization, even though it may be a one-person one. Many lawyers and doctors practice their professions independently.  Most artists operate independently. Many people who work with their hands, such as cobblers and tailors, might be working independently too.     However, for many youngsters, coming into what is referred to as the ‘working age,’ plying on one’s trade within an organization seems to be a preferred option. Even professionals who tend to operate independently, such as doctors, or lawyers, are increasingly banding together to form organizations and to take advantage of and feed off each other’s skills, experience, and network.       Organizational Development (OD) as a career choice While the functions earlier mentioned are almost standard functions that most organizations will have, OD is not one of them. Yet. By choosing a career at a time when the discipline is evolving, one can get a ringside view of the developments while being able to influence the direction of growth. Organizational Development is a discipline that enables an organization to mount an offensive against problems or issues they are facing and manage change, with the help of an OD expert or OD facilitator.       But what do OD specialists do? They enable the organization to work better. They identify opportunities where efficiency can be improved. They help the organization introduce planned change. They analyze different aspects of the operations of an organization, identify opportunity areas, and work towards improving and realizing them. They usually work with organizational leadership personnel.     Even more interesting is the fact that you could leverage your regular role in an organization to move into an OD role. At another, later point, the switch could work the other way too.     Moreover, as an OD expert, you will experience a wide variety in your work. Each assignment and intervention will be different from the last one.     You might also have a choice whether to work as an internal OD expert for an organization or as an independent professional whose services could be available to a wide variety of organizations.     When you work within an organization, you are likely to have greater control over the initiatives as you would have knowledge of the business in addition to your knowledge about the discipline.     As an independent professional, while you may need to rely on organizational resources for providing business knowledge, you may have a wider choice of businesses and organizations where you may be able to ply your trade.       How does one become an OD specialist? There are no specific educational degrees that mark you out for a career as an OD expert. Psychology, Training, and Business could be some of the educational degrees considered suitable by organizations when selecting people for the role. More than the degree, the experience in business and an analytical bent of mind are considered suitable for this role, as is a problem-solving approach.     It is also something you can grow into while working in an organization. On occasion, your organization may need you to participate in ongoing OD interventions where representation from the organization is needed. If you have an interest in building your OD skills, you could also put up your hand for participation. Organizations generally respond positively to engaged and interested employees. Working with OD experts will stand you in good stead for a future role in OD.     It is a discipline that has developed over less than a hundred years due to the efforts of some pioneers in the field. Like other professions, it creates pathways for practitioners to ply their trade as independent professionals or work within an organization.     Consider a career as an Organizational Development specialist.          

As an HR Analytics practitioner and adjunct professor, I often get asked (both by people within the HR function and outside the function) -  “What is HR analytics?” or “How do you use analytics in HR?”  My common response is, “How much time do you have?!”  The reality is that the power of HR analytics is infinite.       The field is not new.  The methods are not new.  The idea that we can use data generated by previous behaviors to try and predict future outcomes has also been around for many years.  What is new is the interest that many organizations, both big and small, have in using those data about their people.  That’s why, when I am asked those questions about how to use analytics in HR, I usually respond with another question which is, “How much does your organization value analytics?”       Using this question can help to gauge right away if the outcomes will be worth the effort.  If an organization does not value analytics, even in its most basic business decision-making, trying to convince leaders to use people's data for insights is going to be a very steep hill to climb and not worth the effort.  If, however, your organization is ready to learn about its people in a more quantitative way, there are steps you can take to make sure that you advance your efforts accordingly.       The other element that I encourage practitioners to reflect upon is their own personal capabilities.  This one is usually a bit easier to answer, as long as we are being honest with one another.  The great thing about personal skills is that we can always improve.  We can always get better or more advanced when it comes to the ability to use data, even in the most basic way.  I often hear HR practitioners say that they do not like data or do not know how to use it.  Sometimes, they are so afraid that they do not want to take that first step.  One of my goals for the book, HR Analytics Essentials You’ve Always Wanted To Know is to help people get over that fear and make analytics more real.  I have found that, once someone can figure out ways to apply analytics in his/her/their role, it becomes naturally easier to pick up and understand.  It becomes fun!     The first step in this process is to figure out where there is an intersection between the individual’s skills and the organization’s readiness for analytics.  In the book, I go into more detail about each of the quadrants below and how to calculate your scores on each of these axes, but once you have those answers, you can easily define where you can add the most value to the organization (see Figure 1).     Figure 1. Personal Capability vs. Organizational Readiness       Perhaps the first thing you will notice about the capability and readiness matrix is that the box for the Amateur is the largest. This is intentional. Because it can take a lot of time and effort to advance your skills and influence organizational readiness, hence this quadrant is the biggest.  Another thing that you might notice is that the Advisor quadrant is borderless.  That is also intentional and represents the never-ending learning and endless potential that HR analytics has.     The other piece of advice that I like to give is that we must remember that there is so much room for art along with the science of HR analytics.  From the moment that we decide to embark on an analytics project, there is art involved.  There are so many decisions made at the beginning like what data to use, what questions to ask/answer, sample sizing, etc. that will impact the outcome of our analysis.  These are questions that require an in-depth knowledge of the business, what is important, and what will make an impact.  So, even if someone is afraid of the data or does not have the skills to be able to perform the analysis, she/he/they can help with the “art side” of the equation.     Regardless of role, capability, and organizational readiness, I encourage everyone to start small.  You can easily build upon that to do more advanced things but get to know the business and what is going to make a difference.  That is where we, as HR practitioners can really make an impact.     About the Author - Dr. Michael Walsh is an industrial and organizational psychologist with over 15 years of human resources and people analytics experience. Michael currently leads Global Talent Management and Organizational Effectiveness for Eaton Corporation’s Vehicle Group.          

When Bob Beamon jumped over 29 feet, almost 2 feet more than the previous record, it was thought that this would be an athletic record that would never be broken. Though the conditions were favorable, with a helpful breeze and the rarefied air of Mexico City, the record stood.       Do you think that record stood forever? It did not. In 1991, Mike Powell jumped 2 inches higher in Tokyo and broke the record.   Nothing lasts forever. Change is a basic law of nature. In athletics, humans have endeavored to find better training and diet regimens as well as equipment of superior quality that have contributed to improvements.   The computing power of the machine that facilitated the first manned mission to the moon, is today held in a gaming console. Many of our mobile phones have more computing power than a roomful of machines in the seventies.       What is happening? In one word - Change. Some call it development. Some call it human advancement and growth. In one form or another it is change.       What happens to organizations in times of change? The simple answer is – the same as individuals and associations and governments and everything else. Organizations are not immune to this law of nature. They either keep up with the changing world or languish, or perish.   Corporate history is replete with examples of dominant corporations that succumbed to change.   At one time, Kodak was a household name in photography with a predominant share of the market the world over. Towards the end of the twentieth century, when digital technologies were rapidly on the rise, it appears that Kodak failed to adopt them fast enough, giving space to smaller, and nimbler, competitors to step up and take away market share from them. They could never catch up thereafter.   Another example is that of Nokia, the dominant global player in mobile phones. They failed to recognize the smartphone revolution that made Apple and Samsung household names in the first decade of the twenty-first century. They tried to play catchup but that is never easy.       Why would this happen? While each situation is different, one of the common reasons seems to be that successful organizations are unwilling to kill off their golden goose, the one that made them rich and is the source of most of their revenue. And for what? For a newborn goose that has not proven itself and there is no certainty of it becoming another golden goose. They do not want to take this risk. The trailing organizations, on the other hand, with much less to lose, are willing to take greater risks on newer products and technologies in an effort to get to a dominant position in the marketplace. Sometimes that works. And “the old order changeth, yielding place to new,” as Lord Alfred Tennyson wrote, plays out all over again. What choices does an organization have? Not taking a decision is also a decision. While the organization might believe that by not taking a decision, nothing will change, they have actually taken a decision of not changing anything, and that has ramifications.   They have chosen to be buffeted by the winds of change that sweep across the world, and seem to be gathering speed. They have chosen the path of reaction. On this path, action is usually taken when the risks of the change start becoming evident. Many times, it is already too late. The resetting process has already been initiated by the winds of change.       Is there an alternative? Yes, there is an alternative. The alternative is ‘planned change.’   Planned change is a process that actively engages the organization in looking out into the future and identifying the winds of change that could impact them and its business model. It prepares the organization to handle the change.       Introducing planned change through Organizational Development This is where Organizational Development (OD) becomes critical to an organization. OD is often seen as a discipline that enables an organization to mount an offensive against problems or issues they are facing, with the help of an OD expert or OD facilitator.   This definition or understanding of OD, while not incorrect, is limiting. OD has enabled many organizations to identify the root cause of some of their problems and created pathways to overcome those challenges.   An equally effective role is played by OD in situations where there is no problem currently identified.   Of course, OD cannot play this role on its own. The value it brings to the table is a structured process through which change can be implemented successfully. It is not an expert in the business of the organization. For identifying the needs and requirements of the organization, senior leaders involved in the business need to come to the party. They, in fact, are the ones who would be identifying the need for a change of strategy or a change of direction or the need for a new product, or the need to move out of a certain service. They are the ones who live and breathe the business, they interact with customers, competitors, and vendors and catch the waves and soundbites that emanate from each of these sources. They also analyze data and review information about their business as well as of the industry. With their collective knowledge, they are best placed to recognize the need for change.   In fact, going a step further, it is also their responsibility to ensure that an OD expert is involved once they have been able to identify the need. Of course, with the expert’s involvement and data gathering, the need initially identified could also undergo change.   Organizational Development introduces planned change designed to meet one or more goals of the organization. It is usually managed as a distinct activity, separate from the day-to-day operations of the company, and follows a designed sequence of steps and processes. It is an interdisciplinary field with components coming from various disciplines.   The upcoming book “Organizational Development Essentials You Always Wanted To Know” covers all the ‘essential’ concepts of the emerging discipline of  OD. The book is now available for advance review on NetGalley!