TY - BOOK AU - Anderson, Donald L. TI - Organization development : the process of leading organizational change SN - 9781412950787 U1 - 658.406 PY - 2010/// CY - Los Angeles : PB - Sage, KW - Organizational change N1 - Includes index; 1 What Is Organization Development? 1 -- Organization Development Defined 2 -- Change Is a Constant Pressure 3 -- What Organization Development Looks Like 4 -- What Organization Development Is Not 8 -- Who This Book Is For 10 -- Overview of the Book 10 -- Analyzing Case Studies 12 -- Summary 14 -- 2 History of Organization Development 15 -- Laboratory Training and T-Groups 16 -- Action Research and Survey Feedback 18 -- Management Practices 21 -- Quality and Employee Involvement 24 -- Organizational Culture 26 -- Change Management, Strategic Change, and Reengineering 28 -- Organizational Learning 29 -- Organizational Effectiveness and Employee Engagement 31 -- Summary 32 -- 3 Core Values and Ethics of Organization Development 35 -- Defining Values 36 -- Why Are Values Important to the OD Practitioner? 36 -- Core Values of Organization Development 37 -- Changes to OD Values Over Time and the Values Debate 43 -- Challenges to Holding Organization Development Values 45 -- Statement of Organization Development Ethics 46 -- Summary 46 -- Appendix 48 -- Case Study 1 Analyzing Opportunities for Organization Development Work at Northern County Legal Services 55 -- 4 Foundations of Organizational Change 59 -- Levels and Characteristics of Organizational Change 61 -- Models of Organizational Change: Systems Theory and Social Construction Approaches 62 -- Organizations as Systems 62 -- Organizations as Socially Constructed 74 -- Summary 81 -- 5 The Organization Development Practitioner and the Consulting Process 83 -- The Consulting Relationship and Types of Consulting 84 -- The Organization Development Consulting Model 86 -- OD Practitioners: Who Are They and Where Do They Work? 88 -- The Organization Development Consulting Profession 91 -- The OD Consulting Process and Action Research 93 -- Summary 98 -- 6 Entry and Contracting 101 -- Entry 102 -- Contracting 105 -- Summary 116 -- 7 Data Gathering 117 -- The Importance of Data Gathering 118 -- Presenting Problems and Underlying Problems 119 -- Data Gathering Process 120 -- Data Gathering Methods 120 -- Creating a Data Gathering Strategy and Proposing an Approach 137 -- Ethical Issues With Data Gathering 141 -- Summary 141 -- Case Study 2 Proposing a Data Gathering Strategy at Aero Tech, Inc. 143 -- 8 Diagnosis and Feedback 149 -- Diagnosis: Discovery, Assessment, Analysis, and Interpretation 150 -- Finding Patterns by Analyzing Data 152 -- Interpreting Data 158 -- Selecting and Prioritizing Themes 159 -- Feedback 161 -- Recognizing Resistance 163 -- Ethical Issues With Diagnosis and Giving Feedback 166 -- Summary 167 -- Case Study 3 Sorting Through the Data From Logan Elementary School 169 -- 9 An Introduction to Interventions 173 -- Interventions Defined 175 -- Why Interventions Fail 176 -- Considerations in Selecting the Right Intervention Strategy 180 -- Structuring and Planning Interventions for Success 185 -- The Change Agent's Role in the Intervention 188 -- Ethical Issues With Interventions 189 -- Overview of Intervention Techniques 190 -- Summary 190 -- 10 Individual Interventions 193 -- Individual Change and Reactions to Change 194 -- Individual Instruments and Assessments 196 -- Coaching 200 -- Mentoring 203 -- 360 Feedback 204 -- Career Planning and Development 206 -- Summary 210 -- Case Study 4 Reorganizing Human Resources at ASP Software 211 -- 11 Team Interventions 217 -- Defining Teams 218 -- What Makes a Successful Team? 219 -- Special Types of Teams 220 -- Team Development 224 -- Team-Building Interventions 224 -- Intergroup Interventions 243 -- Summary 248 -- Case Study 5 Solving Team Challenges at DocSystems Billing, Inc. 250 -- 12 Whole Organization and Multiple Organization Interventions 259 -- Characteristics of Contemporary Large-Scale Interventions 261 -- Organizational Culture Assessment and Change 262 -- Organization Design and Structure 265 -- Directional Interventions 275 -- Quality and Productivity Interventions 285 -- Mergers and Acquisitions 289 -- Transorganization or Interorganization Development 293 -- Summary 295 -- Case Study 6 The Future of the Crossroads Center 298 -- 13 Sustaining Change, Evaluating, and Ending an Engagement 303 -- Sustaining Change After the Intervention 304 -- Evaluation 309 -- Ending an Engagement: Separation and Exit 315 -- Summary 317 -- 14 The Future of Organization Development 319 -- Increasing Complexity of Change 319 -- Globalization 321 -- Changing Workforce Demographics 324 -- Changing Nature of Work 326 -- The Current State of OD: Strengths, Weaknesses, and Opportunities 329 -- Summary 332 N2 - "Of interest to students, managers, executives, change agents, and practitioners, Organization Development is a guide to leadership in individual, team, and organizational change. Incorporating discussion of OD ethics throughout the text, author Donald L. Anderson offers thorough discussions of classic OD techniques, as well as up-to-date interventions at all levels. In-depth case studies that follow major content and process chapters allow students to immediately apply what they have learned. In today s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and expectations in the contemporary workforce, this book is an essential tool." "Organization Development: The Process of Leading Organizational Change is ideal for Graduate and upper-level undergraduate business courses, such as Organization Development, Organizational Change, Leadership and Organizational Change, and Organization Diagnosis."--Jacket ER -