An Experiential Approach to Organization Development
International Edition
6th Edition
Published on 19. December 2000
Book
Paperback/Softback
504 pages
978-0-13-034137-2 (ISBN)
Description
For courses in Organization Development, Organization Behavior and Organization Change.
The most "user friendly" text available, Experiential Approach to Organization Development offers a practical and realistic approach to the study of Organization Development. It gives students a comprehensive, innovative, and practical introduction to the field. This text provides both conceptual and experiential approaches to the study of OD. It focuses on developing interpersonal skills.
The most "user friendly" text available, Experiential Approach to Organization Development offers a practical and realistic approach to the study of Organization Development. It gives students a comprehensive, innovative, and practical introduction to the field. This text provides both conceptual and experiential approaches to the study of OD. It focuses on developing interpersonal skills.
More details
Edition
6th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 272 mm
Width: 216 mm
Thickness: 19 mm
Weight
1034 gr
ISBN-13
978-0-13-034137-2 (9780130341372)
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
Other editions
New editions
Donald R. Brown | Donald Harvey
An Experiential Approach to Organization Development
International Edition
Book
04/2005
7th Edition
Pearson
€61.89
Article exhausted; check for reprint
Previous edition
Don Harvey | Donald R. Brown
An Experiential Approach to Organization Development
Book
01/1996
5th Edition
Pearson
€40.84
Article exhausted; check for reprint
Content
I. ANTICIPATING CHANGE.
1. Organization Development: Reinventing the Corporation.
2. Organization Renewal: The Challenges of Change.
3. Organization Renewal: Changing the Corporate Culture.
II. CONSULTING FOR HIGH PERFORMANCE.
4. Leading Change: The OD Consultant-Role and Style.
5. Leading Change: The Diagnostic Process.
6. Change.
III. DEVELOPING HIGH PERFORMANCE.
7. Process Intervention Skills.
8. OD Intervention Strategies.
9. Employee Empowerment and Interpersonal Interventions.
IV. MOTIVATING HIGH PERFORMANCE.
10. Team Development Interventions.
11. Intergroup Development Interventions.
12. Goal Setting.
V. CHANGING FOR SUCCESS.
13. Continuous Improvement Processes and Self-Managed Work Teams.
14. High Performing Systems and the Learning Organization.
15. Organization Transformation: Strategy Interventions.
VI. FOCUSING ON THE FUTURE.
16. Organization Development: The Challenge and the Future.
Endnotes.
Index.
1. Organization Development: Reinventing the Corporation.
2. Organization Renewal: The Challenges of Change.
3. Organization Renewal: Changing the Corporate Culture.
II. CONSULTING FOR HIGH PERFORMANCE.
4. Leading Change: The OD Consultant-Role and Style.
5. Leading Change: The Diagnostic Process.
6. Change.
III. DEVELOPING HIGH PERFORMANCE.
7. Process Intervention Skills.
8. OD Intervention Strategies.
9. Employee Empowerment and Interpersonal Interventions.
IV. MOTIVATING HIGH PERFORMANCE.
10. Team Development Interventions.
11. Intergroup Development Interventions.
12. Goal Setting.
V. CHANGING FOR SUCCESS.
13. Continuous Improvement Processes and Self-Managed Work Teams.
14. High Performing Systems and the Learning Organization.
15. Organization Transformation: Strategy Interventions.
VI. FOCUSING ON THE FUTURE.
16. Organization Development: The Challenge and the Future.
Endnotes.
Index.