Practicing Organization Development : Leading Transformation and Change.
William J. Rothwell
Bok Engelsk 2015 · Electronic books.
| Omfang | 1 online resource (478 pages)
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| Utgave | 4th ed.
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| Opplysninger | Intro -- Title Page -- Copyright -- Table of Contents -- Dedication -- List of Figures, Tables, and Exhibits -- Acknowledgments -- Foreword -- Organization Development: Transforming the Whole Organization to Thrive, Perform, Achieve Goals, and Grow Sustainably -- Introduction: Getting the Most from This Book -- The Audience for the Book -- The Purpose and Objectives of the Book -- References -- Part One: Foundations -- Chapter One: Organization Development, Transformation, and Change -- What Are Organization Development, Transformation, and Change? -- Why Care About OD and Change? -- What Special Terms Are Used in Organization Development? -- What Is Systems Thinking and Why Is It Important? -- What Are the Philosophical Foundations of Organization Development, and Why Are They Important? -- Summary -- Resources -- References -- Chapter Two: The Origins of Organization Development -- Kurt Lewin-The Grandfather of Organization Development (1939) -- Wilfred Bion-The Tavistock Method -- Douglas McGregor-Theory X and Theory Y -- What Is Different about Organization Development? -- Who Named Organization Development? -- The Origins of Organization Development Timeline -- Summary -- Resources -- References -- Chapter Three: Change Process and Models -- An Overview of Key Models for Organizational Change -- The Evolving View of the Action Research Model -- New Action Research Change Model: Perpetual and Instantaneous Positive Change -- Organization Development Effectiveness Model -- Summary -- Resources -- References -- Chapter Four: Organization Development and Transformation: What It Takes -- How Organization Transformation Emerged -- Three Types of Change -- Requirements for Transformation to Succeed -- Implications for the Organization Development Practitioner -- Summary -- Resource -- Articles -- References.. - Case Study -- Coaching Teams for Behavior Change -- Summary -- Resources -- Chapter Sixteen: Leading Innovative Teams -- Examining the Team Leader -- Create a Safe Space for Others to Innovate -- Building a Team with Complementary Skills and Expertise -- Team Processes That Encourage Innovation -- Summary -- Resources -- References -- Chapter Seventeen: Transformation and Change in Large Systems -- Defining Transformation and Change in Large Systems -- Interventions in Internal-Design Components -- Summary -- Resources -- References -- Chapter Eighteen: SOAR: Building Strategic Capacity -- Strategy-A Historical Perspective -- Linking Strategy and Organization Development -- SOAR -- SOAR: A Positive Transformation -- Summary -- Resources -- References -- Part Four: Special Issues in Organization Development, Transformation, and Change -- Chapter Nineteen: Sustainability and Transformational Work: What Should Business Do? -- Consideration 1: Move from a Preplanned to an Emergent Process -- Consideration 2: Harvest the Low-Hanging Fruit -- Consideration 3: Develop New Competencies for New Challenges -- Summary -- Resources -- References -- Chapter Twenty: Organization Design that Transforms -- The Relationship of Organization Design to Organization Development -- Key Concepts in Organization Design -- The Assessment -- Design Criteria -- Summary -- Resources -- References -- Chapter Twenty-One: Mergers and Acquisitions: Still Crazy After All These Years -- The M& -- A Process -- Recent Developments in M& -- A Practice -- Summary -- Resource -- References -- Chapter Twenty-Two: Exploring the Relationship between Organization Development and Change Management -- What Is Organization Development? -- What Is Change Management? -- The Relationship of Organization Development and Change Management -- Example: A Merger -- Summary -- Resources.. - Chapter Five: Transformational Leadership Development -- Understanding Transformational Leadership -- Transformational Leadership Development-Two Components -- Transformation in a Dynamic Environment -- Creating Self-Awareness -- Know Thyself -- The Self-Assessment Process -- Summary -- Resources -- References -- Chapter Six: Appreciative Inquiry: Organization Development and the Strengths Revolution -- Defining Appreciative Inquiry -- Brief History of Appreciative Inquiry -- Appreciative Inquiry Principles -- The Appreciative Inquiry 5-D Cycle -- Appreciative Inquiry and the Organization Development Strengths Revolution -- Summary -- Resources -- References -- Chapter Seven: Competencies for Success -- Competencies as Competitive Advantage -- Developing a Competency Framework -- Professionalization: Case Examples -- Current State of Competencies for the Field of Organization Development -- Summary -- Resources -- References -- Part Two: Organization Development Process to Guide Transformation and Change -- Chapter Eight: Entry: Marketing and Positioning Organization Development -- Determining Your Value Proposition -- Identifying and Reaching the Economic Buyer -- Establishing the Routes to the Economic Buyer -- Establishing Conceptual Agreement -- Creating Proposals That Close Business -- Summary -- Resources -- Chapter Nine: Front-End Work: Engaging the Client System -- The Essence of the Front End -- Identifying the Client(s) and Sponsor(s) -- Becoming Oriented to the Client's World -- Establishing the Consultant's Competence and Credibility -- Developing an Open, Trusting, and Aligned Relationship -- Completing a Preliminary Diagnostic Scan -- Contracting the Work, Working Relationships, and Exchange -- Introducing the Engagement to the Organization -- Summary -- Resources -- References.. - Chapter Ten: Launch: Assessment, Action Planning, and Implementation -- The Purpose of Launch -- Developing a Launch Philosophy -- What It Takes to Build Successful Organizations -- Considerations in Applying the Launch Phase of Organization Development to Changing Times -- Assessment -- Action Planning -- Implementation -- Summary -- Resources -- References -- Chapter Eleven: Evaluating Organizational Transformation: A Situational Approach -- Defining and Differentiating Change -- The Challenge of Evaluation -- Paradox of Competing Demands -- Levels of Evaluation -- Choosing an Evaluation Strategy -- Case Example: A Technology Firm -- Summary -- Resources -- References -- Chapter Twelve: Measurement to Determine the Return on Change Management -- Multi-layered, Holistic Measurement -- History of Measurement -- Change Measurement Framework -- Change Measurement Scorecard -- A Case Application of Change Measurement Scorecard -- Summary -- Resources -- References -- Chapter Thirteen: Closure: Mobilizing Energy to Sustain an Agile Organization -- Case Example -- The Planned Closure Process -- Mobilizing Energy -- Reflecting Supports Agility -- Attend to Closing Throughout an Organization Development Intervention -- Guidelines for the Closing Process -- Healthy Closure -- Determining Next Steps -- Summary -- Resources -- References -- Chapter Fourteen: Taking Culture Seriously in Organization Development -- What Is Culture and How Does It Work? -- Dialogic and Diagnostic Organization Development -- Diagnosis and Intervention -- The U.S. Culture of Doing and Measuring -- What Is Organization Development's Model of Organizational Functioning? -- Summary -- Resource -- References -- Part Three: Levels and Types of Change -- Chapter Fifteen: Individual Development in Organization Development: Making Change Stick -- Coaching Steps for Behavior Change Process.. - Organization Development and Human Resource Management: Similarities and Differences.. - References -- Chapter 23: Positive Organizational Change: What the Field of Positive Organizational Scholarship Offers to Organization Development Practitioners -- Positive Organizational Scholarship -- A Positive Organizational Scholarship Framework -- A Positive Organizational Scholarship Lens in the Practice of Organization Development -- The Application of Positive Organizational Scholarship in Organization Development -- Summary -- Resources -- References -- Chapter Twenty-Four: Positive Organizational Ethics: Adult Moral Development in the Workplace -- Principled Performance -- Ethics as a Practice -- Techniques for Ethical Development -- Summary -- Resources -- References -- Chapter Twenty-Five: The Classic T-Group -- T-Group Defined and Explained -- Key Principles of T-Group Participation -- T-Group: Content and Process -- The Role and Skills of the T-Group Trainer -- What Participants Say About T-Groups -- The Past, Present, and Future of T-Groups -- Summary -- Resources -- References -- Chapter Twenty-Six: Leveraging Diversity and Inclusion for Performance -- The Essential Choice in Every Interaction: To Judge or to Join? -- Enhancing Interactions with the 4 Keys -- Three Strategies for Creating the Change -- Summary -- Resources -- References -- Chapter Twenty-Seven: The Global Organization Development Professional -- Critical Issues and Their Influence on Global Organization Development -- The Role of Culture in Global Organization Development -- Summary -- Resource -- References -- Chapter Twenty-Eight: The Convergence of Organization Development and Human Resource Management -- The Growing Convergence of Human Resource Management and Organization Development -- A Conceptual View of Human Resource Management -- A Conceptual View of Organization Development.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118947715
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| ISBN(galt) |
