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.
Subjects:
Table of Contents:
  • 1
  • What Is Organization Development?
  • 1
  • Organization Development Defined
  • 2
  • Change Is a Constant Pressure
  • 3
  • What Organization Development Looks Like
  • 4
  • What Organization Development Is Not
  • 8
  • Who This Book Is For
  • 10
  • Overview of the Book
  • 10
  • Analyzing Case Studies
  • 12
  • Summary
  • 14
  • 2
  • History of Organization Development
  • 15
  • Laboratory Training and T-Groups
  • 16
  • Action Research and Survey Feedback
  • 18
  • Management Practices
  • 21
  • Quality and Employee Involvement
  • 24
  • Organizational Culture
  • 26
  • Change Management, Strategic Change, and Reengineering
  • 28
  • Organizational Learning
  • 29
  • Organizational Effectiveness and Employee Engagement
  • 31
  • Summary
  • 32
  • 3
  • Core Values and Ethics of Organization Development
  • 35
  • Defining Values
  • 36
  • Why Are Values Important to the OD Practitioner?
  • 36
  • Core Values of Organization Development
  • 37
  • Changes to OD Values Over Time and the Values Debate
  • 43
  • Challenges to Holding Organization Development Values
  • 45
  • Statement of Organization Development Ethics
  • 46
  • Summary
  • 46
  • Appendix
  • 48
  • Case Study 1
  • Analyzing Opportunities for Organization Development Work at Northern County Legal Services
  • 55
  • 4
  • Foundations of Organizational Change
  • 59
  • Levels and Characteristics of Organizational Change
  • 61
  • Models of Organizational Change: Systems Theory and Social Construction Approaches
  • 62
  • Organizations as Systems
  • 62
  • Organizations as Socially Constructed
  • 74
  • Summary
  • 81
  • 5
  • The Organization Development Practitioner and the Consulting Process
  • 83
  • The Consulting Relationship and Types of Consulting
  • 84
  • The Organization Development Consulting Model
  • 86
  • OD Practitioners: Who Are They and Where Do They Work?
  • 88
  • The Organization Development Consulting Profession
  • 91
  • The OD Consulting Process and Action Research
  • 93
  • Summary
  • 98
  • 6
  • Entry and Contracting
  • 101
  • Entry
  • 102
  • Contracting
  • 105
  • Summary
  • 116
  • 7
  • Data Gathering
  • 117
  • The Importance of Data Gathering
  • 118
  • Presenting Problems and Underlying Problems
  • 119
  • Data Gathering Process
  • 120
  • Data Gathering Methods
  • 120
  • Creating a Data Gathering Strategy and Proposing an Approach
  • 137
  • Ethical Issues With Data Gathering
  • 141
  • Summary
  • 141
  • Case Study 2
  • Proposing a Data Gathering Strategy at Aero Tech, Inc.
  • 143
  • 8
  • Diagnosis and Feedback
  • 149
  • Diagnosis: Discovery, Assessment, Analysis, and Interpretation
  • 150
  • Finding Patterns by Analyzing Data
  • 152
  • Interpreting Data
  • 158
  • Selecting and Prioritizing Themes
  • 159
  • Feedback
  • 161
  • Recognizing Resistance
  • 163
  • Ethical Issues With Diagnosis and Giving Feedback
  • 166
  • Summary
  • 167
  • Case Study 3
  • Sorting Through the Data From Logan Elementary School
  • 169
  • 9
  • An Introduction to Interventions
  • 173
  • Interventions Defined
  • 175
  • Why Interventions Fail
  • 176
  • Considerations in Selecting the Right Intervention Strategy
  • 180
  • Structuring and Planning Interventions for Success
  • 185
  • The Change Agent's Role in the Intervention
  • 188
  • Ethical Issues With Interventions
  • 189
  • Overview of Intervention Techniques
  • 190
  • Summary
  • 190
  • 10
  • Individual Interventions
  • 193
  • Individual Change and Reactions to Change
  • 194
  • Individual Instruments and Assessments
  • 196
  • Coaching
  • 200
  • Mentoring
  • 203
  • 360 Feedback
  • 204
  • Career Planning and Development
  • 206
  • Summary
  • 210
  • Case Study 4
  • Reorganizing Human Resources at ASP Software
  • 211
  • 11
  • Team Interventions
  • 217
  • Defining Teams
  • 218
  • What Makes a Successful Team?
  • 219
  • Special Types of Teams
  • 220
  • Team Development
  • 224
  • Team-Building Interventions
  • 224
  • Intergroup Interventions
  • 243
  • Summary
  • 248
  • Case Study 5
  • Solving Team Challenges at DocSystems Billing, Inc.
  • 250
  • 12
  • Whole Organization and Multiple Organization Interventions
  • 259
  • Characteristics of Contemporary Large-Scale Interventions
  • 261
  • Organizational Culture Assessment and Change
  • 262
  • Organization Design and Structure
  • 265
  • Directional Interventions
  • 275
  • Quality and Productivity Interventions
  • 285
  • Mergers and Acquisitions
  • 289
  • Transorganization or Interorganization Development
  • 293
  • Summary
  • 295
  • Case Study 6
  • The Future of the Crossroads Center
  • 298
  • 13
  • Sustaining Change, Evaluating, and Ending an Engagement
  • 303
  • Sustaining Change After the Intervention
  • 304
  • Evaluation
  • 309
  • Ending an Engagement: Separation and Exit
  • 315
  • Summary
  • 317
  • 14
  • The Future of Organization Development
  • 319
  • Increasing Complexity of Change
  • 319
  • Globalization
  • 321
  • Changing Workforce Demographics
  • 324
  • Changing Nature of Work
  • 326
  • The Current State of OD: Strengths, Weaknesses, and Opportunities
  • 329
  • Summary
  • 332.