Understanding organizational development / by Thomas G. Cummings and Christopher G. Worley.
Material type:
TextPublisher: Pasig City, Philippines : Cengage Learning, c2011Edition: Philippine editionDescription: 775 pages : illustrations (black and white) ; 23 cmContent type: text Media type: unmediated Carrier type: volume ISBN: 9789814314770 [newsprint]Subject(s): Organizational change | Personnel management| Item type | Current location | Call number | Status | Date due | Barcode |
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Subject Reference
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College Library Subject Reference | 658.401 C91 2011 (Browse shelf) | Available | 3UCBL000029134 |
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| 658.4 M19 1972 The time trap / | 658.4 Se55 1990 The fifth discipline : the art and practice of the learning organization / | 658.401 C91 2011 Understanding organizational development / | 658.401 C91 2011 Understanding organizational development / | 658.4012 B65 2004 Alexander the Great's art of strategy : Lessons from the great empire builder / | 658.4012 D47 2003 Strategic management : creating competitive advantages / | 658.4012 D47 2012 Strategic management : creating competitive advantages / |
Includes bibliographical references, glossary, and index.
Contents: Chapter 1: General introduction to organization development -- Part 1: Overview of organization development -- Chapter 2: The4 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 talents -- 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-owned businesses -- Chapter 25: Future directions in organization developement.
"In preparing this edition, we were struck by how the clichè 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 U.S. economic turmoil brought on by the mortgage-lending crisis and the record price of crude oil, which seemingly rises independent consumption. Or think about the run-up to the 2008 U.S. presidential election. It strikes us as just 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." --Preface
Adult
Donation Biore, Christopher College of Business and Accountancy Business / Management
Text in English
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