Organization development : the process of leading organizational change / Donald L. Anderson.

"Of interest to students, managers, executives, change agents, and practitioners, Organization Development is a guide to leadership in individual, team, and organizational change. Incorporating discussion of OD ethics throughout the text, author Donald L. Anderson offers thorough discussions of...

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Bibliographic Details
Main Author: Anderson, Donald L., 1971-
Format: Book
Language:English
Published: Los Angeles : Sage, c2010.
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245 1 0 |a Organization development :  |b the process of leading organizational change /  |c Donald L. Anderson. 
260 |a Los Angeles :  |b Sage,  |c c2010. 
300 |a ix, 369 p. :  |b ill. ;  |c 27 cm. 
336 |a text  |b txt  |2 rdacontent 
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338 |a volume  |b nc  |2 rdacarrier 
504 |a Includes bibliographical references (p. 333-353) and index. 
505 0 0 |g 1  |t What Is Organization Development?  |g 1 --  |t Organization Development Defined  |g 2 --  |t Change Is a Constant Pressure  |g 3 --  |t What Organization Development Looks Like  |g 4 --  |t What Organization Development Is Not  |g 8 --  |t Who This Book Is For  |g 10 --  |t Overview of the Book  |g 10 --  |t Analyzing Case Studies  |g 12 --  |t Summary  |g 14 --  |g 2  |t History of Organization Development  |g 15 --  |t Laboratory Training and T-Groups  |g 16 --  |t Action Research and Survey Feedback  |g 18 --  |t Management Practices  |g 21 --  |t Quality and Employee Involvement  |g 24 --  |t Organizational Culture  |g 26 --  |t Change Management, Strategic Change, and Reengineering  |g 28 --  |t Organizational Learning  |g 29 --  |t Organizational Effectiveness and Employee Engagement  |g 31 --  |t Summary  |g 32 --  |g 3  |t Core Values and Ethics of Organization Development  |g 35 --  |t Defining Values  |g 36 --  |t Why Are Values Important to the OD Practitioner?  |g 36 --  |t Core Values of Organization Development  |g 37 --  |t Changes to OD Values Over Time and the Values Debate  |g 43 --  |t Challenges to Holding Organization Development Values  |g 45 --  |t Statement of Organization Development Ethics  |g 46 --  |t Summary  |g 46 --  |t Appendix  |g 48 --  |g Case Study 1  |t Analyzing Opportunities for Organization Development Work at Northern County Legal Services  |g 55 --  |g 4  |t Foundations of Organizational Change  |g 59 --  |t Levels and Characteristics of Organizational Change  |g 61 --  |t Models of Organizational Change: Systems Theory and Social Construction Approaches  |g 62 --  |t Organizations as Systems  |g 62 --  |t Organizations as Socially Constructed  |g 74 --  |t Summary  |g 81 --  |g 5  |t The Organization Development Practitioner and the Consulting Process  |g 83 --  |t The Consulting Relationship and Types of Consulting  |g 84 --  |t The Organization Development Consulting Model  |g 86 --  |t OD Practitioners: Who Are They and Where Do They Work?  |g 88 --  |t The Organization Development Consulting Profession  |g 91 --  |t The OD Consulting Process and Action Research  |g 93 --  |t Summary  |g 98 --  |g 6  |t Entry and Contracting  |g 101 --  |t Entry  |g 102 --  |t Contracting  |g 105 --  |t Summary  |g 116 --  |g 7  |t Data Gathering  |g 117 --  |t The Importance of Data Gathering  |g 118 --  |t Presenting Problems and Underlying Problems  |g 119 --  |t Data Gathering Process  |g 120 --  |t Data Gathering Methods  |g 120 --  |t Creating a Data Gathering Strategy and Proposing an Approach  |g 137 --  |t Ethical Issues With Data Gathering  |g 141 --  |t Summary  |g 141 --  |g Case Study 2  |t Proposing a Data Gathering Strategy at Aero Tech, Inc.  |g 143 --  |g 8  |t Diagnosis and Feedback  |g 149 --  |t Diagnosis: Discovery, Assessment, Analysis, and Interpretation  |g 150 --  |t Finding Patterns by Analyzing Data  |g 152 --  |t Interpreting Data  |g 158 --  |t Selecting and Prioritizing Themes  |g 159 --  |t Feedback  |g 161 --  |t Recognizing Resistance  |g 163 --  |t Ethical Issues With Diagnosis and Giving Feedback  |g 166 --  |t Summary  |g 167 --  |g Case Study 3  |t Sorting Through the Data From Logan Elementary School  |g 169 --  |g 9  |t An Introduction to Interventions  |g 173 --  |t Interventions Defined  |g 175 --  |t Why Interventions Fail  |g 176 --  |t Considerations in Selecting the Right Intervention Strategy  |g 180 --  |t Structuring and Planning Interventions for Success  |g 185 --  |t The Change Agent's Role in the Intervention  |g 188 --  |t Ethical Issues With Interventions  |g 189 --  |t Overview of Intervention Techniques  |g 190 --  |t Summary  |g 190 --  |g 10  |t Individual Interventions  |g 193 --  |t Individual Change and Reactions to Change  |g 194 --  |t Individual Instruments and Assessments  |g 196 --  |t Coaching  |g 200 --  |t Mentoring  |g 203 --  |t 360 Feedback  |g 204 --  |t Career Planning and Development  |g 206 --  |t Summary  |g 210 --  |g Case Study 4  |t Reorganizing Human Resources at ASP Software  |g 211 --  |g 11  |t Team Interventions  |g 217 --  |t Defining Teams  |g 218 --  |t What Makes a Successful Team?  |g 219 --  |t Special Types of Teams  |g 220 --  |t Team Development  |g 224 --  |t Team-Building Interventions  |g 224 --  |t Intergroup Interventions  |g 243 --  |t Summary  |g 248 --  |g Case Study 5  |t Solving Team Challenges at DocSystems Billing, Inc.  |g 250 --  |g 12  |t Whole Organization and Multiple Organization Interventions  |g 259 --  |t Characteristics of Contemporary Large-Scale Interventions  |g 261 --  |t Organizational Culture Assessment and Change  |g 262 --  |t Organization Design and Structure  |g 265 --  |t Directional Interventions  |g 275 --  |t Quality and Productivity Interventions  |g 285 --  |t Mergers and Acquisitions  |g 289 --  |t Transorganization or Interorganization Development  |g 293 --  |t Summary  |g 295 --  |g Case Study 6  |t The Future of the Crossroads Center  |g 298 --  |g 13  |t Sustaining Change, Evaluating, and Ending an Engagement  |g 303 --  |t Sustaining Change After the Intervention  |g 304 --  |t Evaluation  |g 309 --  |t Ending an Engagement: Separation and Exit  |g 315 --  |t Summary  |g 317 --  |g 14  |t The Future of Organization Development  |g 319 --  |t Increasing Complexity of Change  |g 319 --  |t Globalization  |g 321 --  |t Changing Workforce Demographics  |g 324 --  |t Changing Nature of Work  |g 326 --  |t The Current State of OD: Strengths, Weaknesses, and Opportunities  |g 329 --  |t Summary  |g 332. 
520 1 |a "Of interest to students, managers, executives, change agents, and practitioners, Organization Development is a guide to leadership in individual, team, and organizational change. Incorporating discussion of OD ethics throughout the text, author Donald L. Anderson offers thorough discussions of classic OD techniques, as well as up-to-date interventions at all levels. In-depth case studies that follow major content and process chapters allow students to immediately apply what they have learned. In today s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and expectations in the contemporary workforce, this book is an essential tool." "Organization Development: The Process of Leading Organizational Change is ideal for Graduate and upper-level undergraduate business courses, such as Organization Development, Organizational Change, Leadership and Organizational Change, and Organization Diagnosis."--Jacket. 
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