1) CHAPTER 1: ORGANIZATION, MANAGEMENT, AND MANAGERS
1.1. Definition and purpose(s) of an organization
1.2. Definition and functions of management
1.3. Managers and roles of managers


2) CHAPTER 2: INDIVIDUAL AND GROUP BEHAVIOURS
2.1 Nature of people
2.2 Problems with people
2.3 Personality and perception
2.4 Learning and motivation
2.5 Groups and teams


3) CHAPTER 3: UNDERSTANDING CHANGE
3.1 Definition of change and change management
3.2 Images of managing change
3.3 Why do organizations change?
3.4 What changes in organizations?


4) CHAPTER 4: DIAGNOSIS FOR CHANGE
4.1 Diagnostic models of change
4.2 Component analysis of the diagnostic models
4.3 Diagnosing readiness to change


5) CHAPTER 5: RESISTANCE TO CHANGE
5.1 Support for changes
5.2 Signs of resistance to change
5.3 Why do people resist change?
5.4 Managers as change resistors
5.5 Managing resistance


6) CHAPTER 6: APPROACHES TO IMPLEMENTING CHANGE

6.1 Organization development (OD) approach
6.2 Appreciative inquiry approach
6.3 Positive organizational scholarship approach
6.4 Sense-making approach
6.5 Change management approach
6.6 Contingency approach
6.7 Processual approach models of change


7) CHAPTER 7: STRATEGIES AND SKILLS FOR COMMUNICATING CHANGE
7.1 The communication process
7.2 Communication media
7.3 Communication skills for engaging others in the change process
7.4 Change conversation skills


8) CHAPTER 8: SUSTAINING CHANGE
8.1 Signs of sustained change
8.2 Actions to sustain change

Q1 : Transformation system in an organization is a close-loop process that involved input resources and resulting to the targeted outcomes. True or False ?
A1 : True.