This Book is in Good Condition. Clean Copy With Light Amount of Wear. 100% Guaranteed. Summary: Foreword: Observations on the State of Organization Development (Edgar H. Schein).Introduction (Joan V. Gallos).About the Editor.Part One: The OD Field: Setting the Context, Understanding the Legacy.Editor's Interlude.Historical Roots.1 What Is Organization Development? (Richard Beckhard).2 Where Did OD Come From? (W.Warner Burke).Evolution of the Field3 Revolutions in OD: The New and the New, New Things (Philip H.Mirvis).Theory Versus Practice4 Theories and Practices of Organizational Development (John R. Austin and Jean M. Bartunek).Part Two: The OD Core: Understanding and Managing Planned Change.Editor's Interlude.Understanding Planned Change.5 Kurt Lewin and the Planned Approach to Change: A Reappraisal (Bernard Burnes).Intervention Theory.6 Effective Intervention Activity (Chris Argyris).Action Technologies7 Action Research: Rethinking Lewin (Linda Dickens and Karen Watkins).8 Action Learning and Action Science: Are They Different? (Joseph A. Raelin).Appreciative Inquiry.9 Toward a Theory of Positive Organizational Change (David L. Cooperrider and Leslie E. Sekerka).Models of Change.10 Leading Change:Why Transformation Efforts Fail (John P. Kotter).11 The Congruence Model of Change (David A. Nadler).Part Three: The OD Process: Diagnosis, Intervention, and Levels of Engagement.Editor's Interlude.Individual.12 Teaching Smart People How to Learn (Chris Argyris).Small Group.13 Facilitative Process Interventions: Task Processes in Groups (Edgar H. Schein).Large Group.14 Large Group Interventions and Dynamics (Barbara Bunker and Billie Alban).Intergroup.15 Understanding the Power of Position: A Diagnostic Model (Michael J. Sales).Organization.16 Reframing Complexity: A Four-Dimensional Approach to Organizational Diagnosis, Development, and Change (Joan V. Gallos).Part Four:OD Consulting: Leading Change from the Outside.Editor's Interlude.Consulting Process.17 Masterful Consulting (Keith Merron).Consulting Phases and Tasks.18 Flawless Consulting (Peter Block).Contracting.19 The Organization Development Contract (Marvin Weisbord).Facilitation.20 The Facilitator and Other Facilitative Roles (Roger Schwarz).Coaching.21 The Right Coach (Howard Morgan, Phil Harkins,Marshall Goldsmith).Part Five:OD Leadership: Fostering Change from the Inside.Editor's Interlude.Understanding Options and Challenges.22 Reframing Change: Training, Realigning, Negotiating, Grieving, and Moving On (Lee G. Bolman and Terrence E. Deal).Leading as the Internal Consultant.23 What Constitutes an Effective Internal Consultant? (Alan Weiss).Leading as the Boss.24 Reversing the Lens: Dealing with Different Styles When You Are the Boss (Gene Boccialetti).Leading the Boss.25 Relations with Superiors: The Challenge of "Managing" a Boss (John Kotter).Building Support.26 Enlist Others (James Kouzes and Barry Posner).Part Six: OD Focus: Organizational Intervention Targets.Editor's Interlude.Strategy.27 Business Strategy: Creating the Winning Formula (Edward E. Lawler).Organizational Design.28 Matching Strategy and Structure (Jay Galbraith).Structure of Work.29 Designing Work: Structure and Process for Learning and Self-Control (Marvin Weisbord).Workspace Design.30 Making It Happen: Turning Workplace Vision into Reality (Franklin Becker and Fritz Steele).Culture.3. Bookseller Inventory #
Synopsis: Organization Development is a one-stop guide to the world of planned change. Organization development has a powerful and influential heritage, solid core, evolving applications and approaches, and a vital role to play in today's global, fast-paced world of constant change. This volume immerses readers deeply in organization development's power and possibilities.
Newcomers to the field can read the book cover to cover and explore organization development's foundation, scope, focus, purpose, and methods. Experienced consultants and change agents will find chapters that capture best thinking on key topics--resources for fine-tuning skills, learning about intervention options, envisioning organization development's future, or reflecting on the larger issues in growth and change. Leaders and managers will find the resources they need to understand the route to organizational health and effectiveness, and to develop, launch, and nourish successful change efforts.
This is the third book in the Jossey-Bass Reader series. The collection of chapters will introduce you to the key thinkers and contributors in organization development including Ed Lawler, Peter Senge, Chris Argyris, Richard Hackman, Jay Galbraith, Cooperrider, Rosabeth Moss Kanter, Bolman & Deal, Kouzes & Posner, and Ed Schein, among others. The editor's interludes and organization of the book will help you appreciate the foundations and the growth of OD as a field and as a method of planned change.
From the Author:
This is a book about the power and possibilities of organization development and planned change. It celebrates OD's proud legacy of embracing the social and behavioral sciences in service to individual and organizational growth. It acknowledges OD's contributions to theory and practice: understanding how organizations work and developing methods for their improvement. It charts the evolution and impact of a field that set out more than half a century ago to release human potential at work and foster the role of learning and renewal in organizations.
The book is intended as a resource for both newcomers and experienced practitioners. Those new to the field can read cover-to-cover and explore OD's history, foundation, scope, purpose, methods, and possibilities. Experienced practitioners will find chapters that capture best thinking on a range of topics - resources for fine-tuning skills, learning about intervention options, envisioning OD's future, or reflecting on the larger issues in growth and change.
This book is intentionally inclusive in content: it identifies not-to-be-missed classics in the OD literature (and provides a full listing of original source materials for those who want to read more), as well as pieces that stretch the field's traditional boundaries. It applauds an approach to planned change that has expanded in scope and possibility along with the changing nature of organizations, the environment, and theoretical advances in the organizational and social sciences.
The chapters in this volume promote an understanding of OD as a diverse set of approaches to organizational health and effectiveness in an increasingly competitive and complex world. Taken together, they remind readers that organization development is more than tools and techniques. OD's core values - participation, openness to learning, equity and fairness, valid information, informed choice, shared commitment - can foster processes that engage people in useful and significant ways to address a wide range of operational, technical, and strategic concerns. OD artfully weds process with content in a search for lasting solutions to tough challenges.
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