University of Cebu-Banilad Library

Includes bibliographical references, glossary, and index.

Contents: Chapter 1: General introduction to organization development -- Part 1: Overview of organization development -- Chapter 2: The nature of planned change -- Chapter 3: The organization development practitioner -- Part 2: The process of organization development -- Chapter 4: Entering and contracting -- Chapter 5: Diagnosing organizations -- Chapter 6: Diagnosing groups and jobs -- Chapter 7: Collecting and analyzing diagnostic information -- Chapter 8: Feeding back diagnostic information -- Chapter 9: Designing interventions -- Chapter 10: Leading and managing change -- Chapter 11: Evaluating and institutionalizing organization development interventions -- Part 3: Human process interventions -- Chapter 12: Interpersonal and group process approaches -- Chapter 13: Organization process approaches -- Part 4: Technostructural interventions -- Chapter 14: Restructuring organizations -- Chapter 15: Employee involvement -- Chapter 16: Work design -- Part 5: Human resource management interventions -- Chapter 17: Performance management -- Chapter 18: Developing talent -- Chapter 19: Managing workforce diversity and wellness -- Part 6: Strategic change interventions -- Chapter 20: Transformational change -- Chapter 21 Continuous change -- Chapter 22: Transorganizational change -- Part 7: Special applications of organization development -- Chapter 23: Organization development in global settings -- Chapter 24: Organization developmentin nonindustrial settings: health care, school systems, the public sector, and family-owbed businesses -- Chapter 25: Future directions in organization development.

"In preparing this edition, we were struck by how the cliche of "living in changing times" is becoming almost ironic. The events of each day remind us that things are moving far more quickly and unpredictably than we could ever have imagined. Consider the US. economic turmoil brought on the mortgage lending crisis and the record price of crude oil, which seemingly rues independent of consumption. Or think about the run up to the 2008 U.S. presidential election. It strikes us as que a bit surreal to see the word CHANGE plastered on the speaker's podium and waved by supporters every time Barack Obama comes out to speak. Not to be outdone, Hillary Clinton's key selling point is her emphasis that she has the ability to lead change.

Nor is change restricted to governments and organizations. Our personal lives are embedded in change and the dilemmas it poses. Individuals and families are finding that the pace of change exceeds their physical and mental capacity to cope with it. As people experience change accelerating they tend to feel overwhelmed and alienated They experience what sociologists call "anomie," a state of being characterized by the lack of social norms or anchors of stable and shared values. Many Americans, for example, want more time with their families but feel compelled to work longer hours, make more money, and satisfy escalating needs, they espouse diversity but push other cultures to do it "the American way"; they argue that technology will find an answer to the global warming problem and so justify acquiring a Hummer.

Nor is change limited to social systems and their environments. Organization Development-the field of planned change itself is changing. In a time of unprecedented change, our views of how and when planned change occurs, who leads and controls it, and what contributes to its success are all changing. Conversations among OD practitioners and scholars about where the field is and should be headed have become more vigorous. The drive to understand and do something about change continues unabated." --Preface

Adult

Donation Biore, Christopher College of Business and Accountancy Business / Management

Text in English