This Fourth Edition offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development techniques. Today's practitioners need a solid foundation that is academically rigorous, but also relevant, practical, and grounded in organizational development values and ethics. This bestselling text provides students with the organization development tools they need to succeed in today's challenging environment of increased globalization, rapidly changing technologies and evolving workforce expectations.
Auflage
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Editions-Typ
Maße
Höhe: 254 mm
Breite: 178 mm
Gewicht
ISBN-13
978-1-5063-1657-4 (9781506316574)
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Schweitzer Klassifikation
Donald L. Anderson, Ph.D., University of Colorado, teaches organization development at the University of Denver and organization design at the University of Colorado, Boulder. He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson's research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. He is the author of the text Organization Design: Creating Strategic and Agile Organizations (SAGE, 2019) and editor of the text Cases and Exercises in Organization Development & Change (2nd ed., SAGE, 2017).
Preface
Exercises and Activities
Ancillaries
Acknowledgments
1. What Is Organization Development?
Organization Development Defined
Making the Case for Organization Development
What Organization Development Looks Like
What Organization Development Is Not
Who This Book Is For
Overview of the Book
Analyzing Case Studies
Summary
2. History of Organization Development
Laboratory Training and T-Groups
Action Research, Survey Feedback, and Sociotechnical Systems
Management Practices
Quality and Employee Involvement
Organizational Culture
Change Management, Strategic Change, and Reengineering
Organizational Learning
Organizational Effectiveness and Employee Engagement
Summary
3. Core Values and Ethics of Organization Development
Defining Values
Why Are Values Important to the OD Practitioner?
Core Values of Organization Development
Changes to OD Values Over Time and the Values Debate
Challenges to Holding Organization Development Values
Statement of Organization Development Ethics
Summary
Appendix
4. Foundations of Organizational Change
Levels and Characteristics of Organizational Change
Models of Organizational Change: Systems Theory and Social Construction Approaches
Organizations as Systems
Organizations as Socially Constructed
Summary
5. The Organization Development Practitioner and the OD Process
The Consulting Relationship and Types of Consulting
The Organization Development Consulting Model
OD Practitioners: Who Are They and Where Do They Work?
The Organization Development Consulting Profession
The OD Consulting Process and Action Research
A Dialogic Approach to OD
Summary
6. Entry and Contracting
Entry
Contracting
Summary
7. Data Gathering
The Importance of Data Gathering
Presenting Problems and Underlying Problems
Data Gathering Process
Data Gathering Methods
Creating a Data Gathering Strategy and Proposing an Approach
Ethical Issues With Data Gathering
Summary
8. Diagnosis and Feedback
Diagnosis: Discovery, Assessment, Analysis, and Interpretation
Finding Patterns by Analyzing Data
Interpreting Data
Selecting and Prioritizing Themes
Feedback
Resistance
Ethical Issues With Diagnosis and Giving Feedback
Summary
9. An Introduction to Interventions
Interventions Defined
Why Interventions Fail
Considerations in Selecting the Right Intervention Strategy
Structuring and Planning Interventions for Success
The Change Agent's Role in the Intervention
Ethical Issues With Interventions
Overview of Intervention Techniques
Summary
10. Individual Interventions
Individual Change and Reactions to Change
Individual Instruments and Assessments
Coaching
Mentoring
360 Feedback
Career Planning and Development
Summary
11. Team Interventions
Defining Teams
What Makes a Successful Team?
Special Types of Teams
Team Development
Team-Building Interventions
Intergroup Interventions
Summary
12. Whole Organization and Multiple Organization Interventions (Part 1)
Characteristics of Contemporary Large-Scale Interventions
Organizational Culture Assessment and Change
Organization Design and Structure
Directional Interventions
Summary
13. Whole Organization and Multiple Organization Interventions (Part 2)
Quality and Productivity Interventions
Interventions in Mergers and Acquisitions
Transorganization or Interorganization Development
Dialogic OD Consultation and Interventions
Summary
14. Sustaining Change, Evaluating, and Ending an Engagement
Sustaining Change After the Intervention
Evaluation
Ending an Engagement: Separation and Exit
Summary
15. Global Issues in Organization Development
OD's Challenges in a Global Environment
Dimensions of Global Cultural Difference
OD Values, Interventions, and Culture
Case Examples and Research Findings
Advice for the Global OD Practitioner
Summary
16. The Future of Organization Development
Increasing Complexity of Change
Changing Workforce Demographics
Changing Nature of Work
The Current State of OD: Strengths, Weaknesses, and Opportunities
Conclusion: The Future of OD
Summary
References
Author Index
Subject Index
About the Author
