Organization Development: Principles, Processes, Performance
Berrett-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.
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Startup and Systems Theory
Organizational Assessment and Feedback
Action Planning and Introduction to Interventions
Implementation Individual Level
Implementation Team and Interteam Levels
Implementation Process Level
Adoption of Changes and Followup
Reasons for Separation from the Organization
Ethics and Values Driving OD
Competencies for OD
Issues Facing OD and Its Future
Implementation Global Level
Implementation Organizational Level
Implementation Community and National Levels
Evaluation of Processes and Results
About the Author
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Action Planning appreciative inquiry approach areas Assessment and Feedback behavior beneﬁts business process reengineering CHAPTER SUMMARY client organization coaching competencies conﬁdentiality conﬂict consultant continue contract create decision deﬁnition determine Development Process Model difﬁcult Discussion or Self-Reﬂection effective employees environment evaluation expertise external factors ﬁeld ﬁnd ﬁrst focus future global goals Human Resource Development identiﬁed identify impact Implementation important improve individuals inﬂuence interact internal OD professional intervention interviews involved MBTI McLean meeting ment multirater national development policy one’s Open Space Technology Organization Development Process organization’s organizational culture outcomes participants performance person perspective phase potential practice problem Questions for Discussion reﬂect relationships response role scenario planning share six sigma skills speciﬁc statement statistical process control strategic systems thinking T-groups team building tion understand values
Sida 200 - ... the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic "takenfor-granted" fashion an organization's view of itself and its environment.
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 189 - Put the decision point where the work is performed, and build control into the process.
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.
Sida 121 - A system of shared values (what is important) and beliefs (how things work) that interact with a company's people, organizational structures, and control systems to produce behavioral norms (the way we do things around here).
Sida 232 - Life follows a preordained course, and human action is determined by the will of God. People are intended to adjust to the physical environment rather than to alter it. Ideals are to be pursued regardless of what is "reasonable.
Sida 274 - Whoever comes is the right people. Whatever happens is the only thing that could have happened. Whenever it starts is the right time. When it's over, it's over. whatever happens is going to happen with them, or not at all. Recognizing these principles saves untold amounts of anxiety and "might have beens," which can become so overpowering that the real, present opportunities are overlooked.
Sida 112 - They contend that coaching is a process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and to be more effective employees (p.
Sida 115 - Action learning is an approach to working with and developing people that uses work on an actual project or problem as the way to learn. Participants work in small groups to take action to solve their problem and learn how to learn from that action. Often a learning coach works with the group in order to help the members learn how to balance their work with the learning from that work (York, O'Neil, & Marsick, 1999, p.