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Donald L. Anderson
Organization Development
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Страница 1
Organization Development
Страница 3
Organization Development
Страница 5
Brief Contents
Detailed Contents
Страница 8
Acknowledgments
Chapter One What Is Organization Development?
Organization Development Defined
Making the Case for Organization Development
What Organization Development Looks Like
Example 1: Increasing Employee Participation in a Public Sector Organization
Example 2: Senior Management Coaching at Vodaphone
Example 3: Team Development in a Cancer Center
Example 4: A Future Search Conference in a Northern California Community
Example 5: A Long-Term Strategic Change Engagement
What Organization Development Is Not
Management Consulting
Training and Development
Short Term
The Application of a Toolkit
Who This Book Is For
Overview of the Book
Analyzing Case Studies
Questions for Discussion
Case Study 1: Every Coin Has Two Sides
In Tom’s Office
Meeting With Jared
Excerpts From Meetings With Jared’s Team
Back in Tom’s Office
Chapter Two History of Organization Development
Laboratory Training and T-Groups
Action Research, Survey Feedback, and Sociotechnical Systems
Survey Feedback
Sociotechnical Systems
Management Practices
Quality and Employee Involvement
Organizational Culture
Change Management, Strategic Change, and Reengineering
Organizational Learning
Organizational Effectiveness and Employee Engagement
Agility and Collaboration
Questions for Discussion
Note
Chapter Three Core Values and Ethics of Organization Development
Defining Values
Why Are Values Important to the OD Practitioner?
Core Values of Organization Development
Participation, Involvement, and Empowerment
The Importance of Groups and Teams
Growth, Development, and Learning
Valuing the Whole Person
Dialogue and Collaboration
Authenticity, Openness, and Trust
Changes to OD Values Over Time and the Values Debate
Challenges to Holding Organization Development Values
Statement of Organization Development Ethics
Questions for Discussion
Statement of Ethical Guidelines for Practice for OD-HSD (Organization Development–Human Systems Development)
Case Study 2: Analyzing Opportunities for Organization Development Work at Northern County Legal Services
Note
Chapter Four Foundations of Organizational Change
Levels and Characteristics of Organizational Change
Models of Organizational Change: Systems Theory and Social Construction Approaches
Organizations as Systems
The Value of Systems Theory for OD Practitioners
Models of Organizational Change Consistent With a Systems Theory Approach
Lewin’s Three-Phase Model of Change and Force Field Analysis
The Nadler-Tushman Congruence Model
The Burke-Litwin Model of Organizational Performance and Change
Weisbord’s Six-Box Model
Organizations as Socially Constructed
The Value of the Social Construction Approach for OD Practitioners
Approaches to Organizational Change Consistent With a Social Construction Perspective
New Paradigms in OD
Questions for Discussion
Example 1
Example 2
Example 3
Case Study 3: “I Just Can’t Work With Her:” Team Conflict in the Northeast Sales Division
Meeting With Neil
Meeting With Al Perez
Meeting With Tracey
Meeting With Renee
Meeting With Leo
Meeting With Melissa
Further Reading
Descriptions of Images and Figures
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