Process Consultation
Its Role in Organization Development, Volume 1 (Prentice Hall Organizational Development Series)
2nd Edition
Published on 1. January 1988
Book
Paperback/Softback
216 pages
978-0-201-06736-1 (ISBN)
Description
A member of the PH OD Series! How can you influence a situation in the workplace without the direct use of power of formal authority? This book shows you how by presenting the core theoretical foundations and basic prescriptions for effective management.
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Other editions
Previous edition
Book
12/1969
Addison Wesley
€14.80
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Content
I. PROCESS CONSULTATION DEFINED.
1. What Is Process Consultation?
II. HUMAN PROCESSES AND HOW TO INTERVENE IN THEM.
2. Human Processes in Organizations: An Overview.
3. Communication Processes.
4. The Process of Building and Maintaining a Group.
5. Group Problem-Solving and Decision-Making.
6. Group Growth and Development: Norms and Culture.
7. Leading and Influencing.
8. Appraising Performance and Giving Feedback.
9. Intergroup Processes.
III. THE CONSULTING PROCESS IN ACTION.
10. Establishing Contact and Defining a Relationship.
11. Settings and Methods of Work.
12. Diagnostic Interventions.
13. Influencing Process through Confrontive Interventions: Agenda Management.
14. Confronting through the Use of Feedback.
15. Coaching, Counseling, and Structural Suggestions.
16. Evaluation of Results and Disengagement.
17. Process Consultation in Perspective.
Appendix A: Memo I: Some Comments on Internal Auditing and Control Programs.
Appendix B: Memo II: Organization.
Appendix C: Memo III: Erosion of Rationality: One Hazard of Internal Competition on Product Planning.
1. What Is Process Consultation?
II. HUMAN PROCESSES AND HOW TO INTERVENE IN THEM.
2. Human Processes in Organizations: An Overview.
3. Communication Processes.
4. The Process of Building and Maintaining a Group.
5. Group Problem-Solving and Decision-Making.
6. Group Growth and Development: Norms and Culture.
7. Leading and Influencing.
8. Appraising Performance and Giving Feedback.
9. Intergroup Processes.
III. THE CONSULTING PROCESS IN ACTION.
10. Establishing Contact and Defining a Relationship.
11. Settings and Methods of Work.
12. Diagnostic Interventions.
13. Influencing Process through Confrontive Interventions: Agenda Management.
14. Confronting through the Use of Feedback.
15. Coaching, Counseling, and Structural Suggestions.
16. Evaluation of Results and Disengagement.
17. Process Consultation in Perspective.
Appendix A: Memo I: Some Comments on Internal Auditing and Control Programs.
Appendix B: Memo II: Organization.
Appendix C: Memo III: Erosion of Rationality: One Hazard of Internal Competition on Product Planning.