Organization Development: Principles, Processes, PerformanceBerrett-Koehler Publishers, 2 dec. 2005 - 465 sidor Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be. Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention. Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency. |
Innehåll
| 1 | |
Marketing and Contracting | 33 |
3 Startup and Systems Theory | 59 |
4 Organizational Assessment and Feedback | 71 |
5 Action Planning and Introduction to Interventions | 101 |
Individual Level | 127 |
Team and Interteam Levels | 161 |
Process Level | 183 |
13 Adoption of Changes and Followup | 321 |
14 Reasons for Separation from the Organization | 337 |
15 Ethics and Values Driving OD | 351 |
16 Competencies for OD | 387 |
17 Issues Facing OD and Its Future | 405 |
Glossary | 423 |
References | 437 |
| 449 | |
Global Level | 197 |
Organizational Level | 247 |
Community and National Levels | 279 |
12 Evaluation of Processes and Results | 301 |
| 451 | |
About the Author | 463 |
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Organization Development: Principles, Processes, Performance Gary N. McLean Ingen förhandsgranskning - 2005 |
Vanliga ord och fraser
Action learning Action Planning appreciative inquiry approach areas Assessment and Feedback behavior business process reengineering CHAPTER SUMMARY client organization coaching competencies conflict consultant contract create decision determine Development Process Model DISCUSSION OR SELF-REFLECTION effective employees environment evaluation expertise external OD professional facilitate factors field focus focused force field analysis future global goals Human Resource Development identified impact Implementation important individuals interact internal intervention interviews involved issues LSIE McLean meeting ment multirater national development policy occur one’s Open Space Technology organization development process organization’s organizational culture outcomes participants performance person perspective phase potential practice problem Questions for Discussion relationships response role scenario planning share six sigma skills specific statement statistical process control strategic suggested survey systems thinking T-groups team building tion understand values
Populära avsnitt
Sida 9 - Organization development is an effort (1) planned, (2) organization-wide and (3) managed from the top to (4) increase organization effectiveness and health through (5) planned interventions in the organization's 'processes,' using behavioral-science knowledge
Sida 10 - organization development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself.
Sida 10 - Basic assumptions Relationship to environment Nature of reality, time, and space Nature of human nature Nature of human activity Nature of human relationships Taken for granted Invisible Preconscious Source; Adapted from Schein, 1980, p. 4. sence. In a sense these are "levels" of the culture, and they need to be carefully distinguished to avoid conceptual confusion.
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