Fundamentals of Organization Development
1st Edition
Published on 18. November 2009
Book
Hardback
1672 pages
978-1-84787-044-5 (ISBN)
Description
Applying a reflective behavioural science approach to the effectiveness and improvement of organizations, organization development has embedded itself firmly in the bricks and mortar of organization studies in the last half century. This collection brings together, for the first time, a diverse range of papers in the field, serving as the first point of reference for practitioners and academics alike.
Adopting a critical perspective, the pre-eminent editors have brought acknowledged twentieth-century milestones together with modern classics from the founders of this core theoretical area of organization studies, as well as other largely unacknowledged and difficult to find highlights - a renewed focus on which will help redefine understanding of the field.
Adopting a critical perspective, the pre-eminent editors have brought acknowledged twentieth-century milestones together with modern classics from the founders of this core theoretical area of organization studies, as well as other largely unacknowledged and difficult to find highlights - a renewed focus on which will help redefine understanding of the field.
More details
Series
Edition
Four-Volume Set
Language
English
Place of publication
London
United Kingdom
Target group
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
Weight
3250 gr
ISBN-13
978-1-84787-044-5 (9781847870445)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
David Coghlan is a Professor Emeritus and Fellow Emeritus at the Trinity Business School, Trinity College Dublin, Ireland. He is author of over 250 articles and book chapters. Recent books include: Collaborative Inquiry in Organization Development and Change (with A.B. Shani, Edward Elgar, 2021), Doing Action Research in Your Own Organization (5th ed. Sage 2019); Conducting Action Research for Business and Management Students (with A.B. Shani, Sage 2018), Inside Organizations (Sage, 2016) and he is co-editor of The Sage Encyclopedia of Action Research (2014) and the 4 volume set, Action Research in Business and Management (A.B. Shani, Sage, 2016). He serves on the editorial advisory boards of several journals.
Abraham B. (Rami) Shani is Professor of Management at the Orfalea College of Business, California Polytechnic University and Visiting International Professor at the School of Management, Politecnico di Milano, Milan, Italy. His research interests include organizational change and development, collaborative research methodologies, learning in and by organizations, sustainability and sustainable effectiveness. Rami is author, co-author or co-editor of 33 books and over 160 articles and chapters. He is co-editor of The Handbook of Collaborative Management Research (SAGE, 2008) and of the annual series, Research in Organization Change and Development, volumes 17-26 (Emerald, 2008-2018). He and David Coghlan have co-edited The Fundamentals of Organization Development, (4 volumes, SAGE, 2010) and Action Research in Business and Management (4 volumes, SAGE, 2014). He serves on the editorial board of five journals.
Abraham B. (Rami) Shani is Professor of Management at the Orfalea College of Business, California Polytechnic University and Visiting International Professor at the School of Management, Politecnico di Milano, Milan, Italy. His research interests include organizational change and development, collaborative research methodologies, learning in and by organizations, sustainability and sustainable effectiveness. Rami is author, co-author or co-editor of 33 books and over 160 articles and chapters. He is co-editor of The Handbook of Collaborative Management Research (SAGE, 2008) and of the annual series, Research in Organization Change and Development, volumes 17-26 (Emerald, 2008-2018). He and David Coghlan have co-edited The Fundamentals of Organization Development, (4 volumes, SAGE, 2010) and Action Research in Business and Management (4 volumes, SAGE, 2014). He serves on the editorial board of five journals.
Content
VOLUME I: UNDERSTANDING AND RESEARCHING IN ORGANIZATION DEVELOPMENT
Part I: Understanding Organization Development
Group Decision and Social Change - Kurt Lewin
Organization Development: Planned environmental change - Richard Beckhard
Organization Development - Frank Friedlander & L. David Brown
The Development of Human Systems: Basic themes - Fred Massarik, Newton Margulies & Robert Tannenbaum
Organization Development: Science, technology or philosophy - Edgar H. Schein
The New Agenda for Organization Development - W. Warner Burke
Organization Development from the View of the Experts - Don D. Warrick
T-Groups for Organizational Effectiveness - Chris Argyris
Overcoming Resistance to Change - Lester Coch & John R.P. French
Kurt Lewin and the Harwood Studies: The foundations of OD - Bernard Burnes
Part II: Research in Organization Development
The Process of Utilization of Social Research to Improve Social Practice - Ronald Lippitt
Action-research as Applied to Organization Development - Samuel A. Culbert
Organization Inquiry: Towards a new model of the action research process - Abraham B. Shani & William Pasmore
Survey-Guided Development: Using human resources measurement in organizational change - David G. Bowers & Jerome Franklin
The Case Meta-Analysis Method for OD - R.J. Bullock & Mark E. Tubbs
Organizational Change and the Conduct of Assessment Research - Edward E. Lawler III, David A. Nadler & Philip H. Mirvis
VOLUME II: PILLARS OF ORGANIZATION DEVELOPMENT
Introduction: Pillars of OD - David. Coghlan & A.B. (Rami) Shani
Part I: Values/Ethics
Values and Ethics in OD Practice - David Jamieson & William Gellerman
Part II: Change
Changing Organizations - Warren G. Bennis
General Strategies for Effecting Changes in Human Systems - Robert Chin & Kenneth Benne
Assessing the Process and Progress of Change in Organizational Change Programs - Philip H. Mirvis
Measuring Change and Persistence in Human Affairs: Types of change generated by OD designs - Robert T. Golembiewski, Keith Billingsley & Samuel Yeager
First-Order, Second-Order, and Third-Order Change and Organization Development Interventions - Jean M. Bartunek & Michael Moch
Development, Transition, or Transformation: The question of change in organizations - Linda Ackerman
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the OD model - Dexter Dunphy & Doug A. Stace
A Review of Research on the Change Typology - Achilles A. Armenakis
Part III: Diagnosing
Open System Redesign - Charles Krone
Organizational Diagnosis: Six places to look for trouble with or without a theory - Marvin R. Weisbord
A Model for Diagnosing Organizational Behavior - David A. Nadler & Michael Tushman
Stream Analysis: A method for decomposing organization development interventions - Jerry Porras, Joan Harkness & Coeleen Klebert
Organization Development Diagnosis - Craig C. Lundberg
Part IV: Consulting
Dimensions of the Consultant's Job - Ronald R Lippitt
Rules of Thumb for Change Agents - Herbert A Shepard
Consultants and Detectives - Fritz Steele
An Organization Development Approach to Consulting - David A. Kolb & Alan Frohman
A General Philosophy of Helping: Process consultation - Edgar H. Schein
Part V: Understanding Interventions
The Primary Tasks of Intervention Activities - Chris Argyris
Choosing the Depth of Organizational Intervention - Roger Harrison
Planned Change in Underorganized Systems - L. David Brown
VOLUME III: ORGANIZATION DEVELOPMENT INTERVENTIONS
Introduction: Organization Development Interventions - A.B. (Rami) Shani and David Coghlan
Part I: Limited Change Programs
Career Development and Planning - Douglas T. Hall & Marilyn A. Morgan
The Confrontation Meeting - Richard Beckhard
Role Negotiation: A tough-minded approach to team development - Roger Harrison
Employee Fitness and Wellness Programs in the Workplace - Deborah Gebhardt & Carolyn Crump
Optimizing Team-building Efforts - Richard Beckhard
Part II: Focused Change Programs
When Does Job Restructuring Work? Organizational innovations at Volvo and GM - Noel M. Tichy & Jay. N. Nisberg
Management by Objectives: The team approach - Wendell L. French & Robert W. Hollmann
Self Designing Organizations: Towards implementing quality-of-work-life innovations - Thomas G. Cummings & Susan A. Mohrman
Quality Management: Practice risks and value-added roles for organization development practitioners - Ira M. Levin & Jonathan Z. Gottlieb
Part III: Holistic Change Programs
Breakthrough in Organization Development - Robert R. Blake, Jane S. Mouton, Louis B. Barnes & Larry Greiner
Strategies for Large System Change - Richard Beckhard
Future Search: Toward strategic intervention - Marvin E. Weisbord
Collateral Organization: A new change strategy? - Dale E. Zand
Advances in Appreciative Inquiry as an OD intervention - Gervase Bushe
Organizational Culture: What is it and how to change it - Edgar H. Schein
The Evolution of Sociotechnical Systems - Eric L. Trist
Sociotechnical Systems Redesign - William A. Pasmore
Business Process Reengineering at Blue Shield of California: The Integration of Multiple Change Initiatives - Michael W. Stebbins, A. B. (Rami) Shani, Wayne Moon & Debra Bowles.
How to have an Honest Conversation about your Business Strategy - Michael Beer & Russell Eisenstat
VOLUME IV: ORGANIZATION DEVELOPMENT - EMERGING ISSUES AND CHALLENGES
Introduction: Organization development - emerging issues and challenges - A.B. (Rami) Shani and David Coghlan
Part I: Future Research Paradigm
Action Science: Linking causal theory and meaning making in action research - Victor J. Friedman and Tim Rogers
Clinical Inquiry/Research - Edgar H. Schein
Collaborating for Management Research: From action research to intervention research in organizations - Armand Hatchuel & Albert David
Action Research and the Problem of the Single Case - Bjorn Gustavsen
Collaborative Management Research through Communities of Inquiry: Challenges and Skills - David Coghlan & A.B.(Rami) Shani
Towards a More Rigorous, Reflective, and Relevant Science of Collaborative Management Research - William A. Pasmore, Richard W. Woodman & Aneika L. Simmons
Part II: Learning
Action Science and Organizational Learning - Chris Argyris
Framing for Learning: Lessons in successful technology implementation - Amy C. Edmondson
Changing Others Through Changing Ourselves: The transformation of human systems - Robert E. Quinn, Gretchen Spreitzer, Gretchen & Matthew Brown
Fundamental Organizational Change as Organizational Learning: Creating time-based organizations - Susan A. Mohrman & Allan M. Mohrman, Jr.
Learning History: An action research practice in support of actionable learning - George Roth & Hilary Bradbury
Learning by Design: Key mechanisms in organization development - A.B. (Rami) Shani and Peter Docherty
Part III: Sustainability and OD
Sustained by Work: Individual and social sustainability in work organizations - Mari Kira and Frans M. van Eijnatten
Creating Sustainable, Desired Change in Teams through Application of Intentional C Change and Complexity Theories - Richard Boyatzis
Peter Senge, Benyamin Lichtenstein, Katrin Kaeufer, Hilary Bradbury & John Carroll
Part IV: Global OD - Collaborating for Systemic Change: Conceptual, relational, and action domains for meeting the sustainability challenge
Organization Development and Change Interventions: A seven-nation comparison - Ellen Fagenson-Eland, Ellen Ensher & W. Warner Burke
Lewin Meets Confucius: A review of the OD model of change - Robert Marshak
Organization Development in Asia: Globalization, homogenization, and the end of culture-specific practices - Tojo Thatchenkery
Part V: Understanding OD - The Future
Information Technology and the Lure of Integrated Change: A neglected role for organization development? - Joe McDonagh & David Coghlan
Forward to the Past: Reclaiming OD's influence in the world - Anne E. Feyerherm & Christopher G. Worley
The Postmodern Turn in OD - Gervase Bushe & Robert Marshak
The Future of OD Education in a Global and Sustainable World - Matt Minihan, & Kathleen Farquhar
Part I: Understanding Organization Development
Group Decision and Social Change - Kurt Lewin
Organization Development: Planned environmental change - Richard Beckhard
Organization Development - Frank Friedlander & L. David Brown
The Development of Human Systems: Basic themes - Fred Massarik, Newton Margulies & Robert Tannenbaum
Organization Development: Science, technology or philosophy - Edgar H. Schein
The New Agenda for Organization Development - W. Warner Burke
Organization Development from the View of the Experts - Don D. Warrick
T-Groups for Organizational Effectiveness - Chris Argyris
Overcoming Resistance to Change - Lester Coch & John R.P. French
Kurt Lewin and the Harwood Studies: The foundations of OD - Bernard Burnes
Part II: Research in Organization Development
The Process of Utilization of Social Research to Improve Social Practice - Ronald Lippitt
Action-research as Applied to Organization Development - Samuel A. Culbert
Organization Inquiry: Towards a new model of the action research process - Abraham B. Shani & William Pasmore
Survey-Guided Development: Using human resources measurement in organizational change - David G. Bowers & Jerome Franklin
The Case Meta-Analysis Method for OD - R.J. Bullock & Mark E. Tubbs
Organizational Change and the Conduct of Assessment Research - Edward E. Lawler III, David A. Nadler & Philip H. Mirvis
VOLUME II: PILLARS OF ORGANIZATION DEVELOPMENT
Introduction: Pillars of OD - David. Coghlan & A.B. (Rami) Shani
Part I: Values/Ethics
Values and Ethics in OD Practice - David Jamieson & William Gellerman
Part II: Change
Changing Organizations - Warren G. Bennis
General Strategies for Effecting Changes in Human Systems - Robert Chin & Kenneth Benne
Assessing the Process and Progress of Change in Organizational Change Programs - Philip H. Mirvis
Measuring Change and Persistence in Human Affairs: Types of change generated by OD designs - Robert T. Golembiewski, Keith Billingsley & Samuel Yeager
First-Order, Second-Order, and Third-Order Change and Organization Development Interventions - Jean M. Bartunek & Michael Moch
Development, Transition, or Transformation: The question of change in organizations - Linda Ackerman
Transformational and Coercive Strategies for Planned Organizational Change: Beyond the OD model - Dexter Dunphy & Doug A. Stace
A Review of Research on the Change Typology - Achilles A. Armenakis
Part III: Diagnosing
Open System Redesign - Charles Krone
Organizational Diagnosis: Six places to look for trouble with or without a theory - Marvin R. Weisbord
A Model for Diagnosing Organizational Behavior - David A. Nadler & Michael Tushman
Stream Analysis: A method for decomposing organization development interventions - Jerry Porras, Joan Harkness & Coeleen Klebert
Organization Development Diagnosis - Craig C. Lundberg
Part IV: Consulting
Dimensions of the Consultant's Job - Ronald R Lippitt
Rules of Thumb for Change Agents - Herbert A Shepard
Consultants and Detectives - Fritz Steele
An Organization Development Approach to Consulting - David A. Kolb & Alan Frohman
A General Philosophy of Helping: Process consultation - Edgar H. Schein
Part V: Understanding Interventions
The Primary Tasks of Intervention Activities - Chris Argyris
Choosing the Depth of Organizational Intervention - Roger Harrison
Planned Change in Underorganized Systems - L. David Brown
VOLUME III: ORGANIZATION DEVELOPMENT INTERVENTIONS
Introduction: Organization Development Interventions - A.B. (Rami) Shani and David Coghlan
Part I: Limited Change Programs
Career Development and Planning - Douglas T. Hall & Marilyn A. Morgan
The Confrontation Meeting - Richard Beckhard
Role Negotiation: A tough-minded approach to team development - Roger Harrison
Employee Fitness and Wellness Programs in the Workplace - Deborah Gebhardt & Carolyn Crump
Optimizing Team-building Efforts - Richard Beckhard
Part II: Focused Change Programs
When Does Job Restructuring Work? Organizational innovations at Volvo and GM - Noel M. Tichy & Jay. N. Nisberg
Management by Objectives: The team approach - Wendell L. French & Robert W. Hollmann
Self Designing Organizations: Towards implementing quality-of-work-life innovations - Thomas G. Cummings & Susan A. Mohrman
Quality Management: Practice risks and value-added roles for organization development practitioners - Ira M. Levin & Jonathan Z. Gottlieb
Part III: Holistic Change Programs
Breakthrough in Organization Development - Robert R. Blake, Jane S. Mouton, Louis B. Barnes & Larry Greiner
Strategies for Large System Change - Richard Beckhard
Future Search: Toward strategic intervention - Marvin E. Weisbord
Collateral Organization: A new change strategy? - Dale E. Zand
Advances in Appreciative Inquiry as an OD intervention - Gervase Bushe
Organizational Culture: What is it and how to change it - Edgar H. Schein
The Evolution of Sociotechnical Systems - Eric L. Trist
Sociotechnical Systems Redesign - William A. Pasmore
Business Process Reengineering at Blue Shield of California: The Integration of Multiple Change Initiatives - Michael W. Stebbins, A. B. (Rami) Shani, Wayne Moon & Debra Bowles.
How to have an Honest Conversation about your Business Strategy - Michael Beer & Russell Eisenstat
VOLUME IV: ORGANIZATION DEVELOPMENT - EMERGING ISSUES AND CHALLENGES
Introduction: Organization development - emerging issues and challenges - A.B. (Rami) Shani and David Coghlan
Part I: Future Research Paradigm
Action Science: Linking causal theory and meaning making in action research - Victor J. Friedman and Tim Rogers
Clinical Inquiry/Research - Edgar H. Schein
Collaborating for Management Research: From action research to intervention research in organizations - Armand Hatchuel & Albert David
Action Research and the Problem of the Single Case - Bjorn Gustavsen
Collaborative Management Research through Communities of Inquiry: Challenges and Skills - David Coghlan & A.B.(Rami) Shani
Towards a More Rigorous, Reflective, and Relevant Science of Collaborative Management Research - William A. Pasmore, Richard W. Woodman & Aneika L. Simmons
Part II: Learning
Action Science and Organizational Learning - Chris Argyris
Framing for Learning: Lessons in successful technology implementation - Amy C. Edmondson
Changing Others Through Changing Ourselves: The transformation of human systems - Robert E. Quinn, Gretchen Spreitzer, Gretchen & Matthew Brown
Fundamental Organizational Change as Organizational Learning: Creating time-based organizations - Susan A. Mohrman & Allan M. Mohrman, Jr.
Learning History: An action research practice in support of actionable learning - George Roth & Hilary Bradbury
Learning by Design: Key mechanisms in organization development - A.B. (Rami) Shani and Peter Docherty
Part III: Sustainability and OD
Sustained by Work: Individual and social sustainability in work organizations - Mari Kira and Frans M. van Eijnatten
Creating Sustainable, Desired Change in Teams through Application of Intentional C Change and Complexity Theories - Richard Boyatzis
Peter Senge, Benyamin Lichtenstein, Katrin Kaeufer, Hilary Bradbury & John Carroll
Part IV: Global OD - Collaborating for Systemic Change: Conceptual, relational, and action domains for meeting the sustainability challenge
Organization Development and Change Interventions: A seven-nation comparison - Ellen Fagenson-Eland, Ellen Ensher & W. Warner Burke
Lewin Meets Confucius: A review of the OD model of change - Robert Marshak
Organization Development in Asia: Globalization, homogenization, and the end of culture-specific practices - Tojo Thatchenkery
Part V: Understanding OD - The Future
Information Technology and the Lure of Integrated Change: A neglected role for organization development? - Joe McDonagh & David Coghlan
Forward to the Past: Reclaiming OD's influence in the world - Anne E. Feyerherm & Christopher G. Worley
The Postmodern Turn in OD - Gervase Bushe & Robert Marshak
The Future of OD Education in a Global and Sustainable World - Matt Minihan, & Kathleen Farquhar