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Experiential Approach to Organization Development,9780131441682
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Experiential Approach to Organization Development

by
Edition:
8th
ISBN13:

9780131441682

ISBN10:
013144168X
Format:
Paperback
Pub. Date:
1/1/2011
Publisher(s):
Prentice Hall
List Price: $114.66

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Summary

For courses in Organization Development, Organizational Behavior and Organizational Change. An Experiential Approach to Organization Development provides both a conceptual and experiential approach to the study of Organizational Development with a focus on developing interpersonal skills. It gives students a comprehensive, realistic, innovative, and practical introduction to the field, which makes it the most student friendly text on the market.

Table of Contents

Preface xix
PART 1: ANTICIPATING CHANGE
1(94)
Organization Development and Reinventing the Organization
1(32)
The Challenge for Organizations
2(1)
What Is Organization Development?
3(4)
The Characteristics of Organization Development
4(2)
Why Organization Development?
6(1)
The Emergence of OD
7(1)
The Only Constant Is Change
7(2)
The Organization of the Future
7(2)
The Evolution of Organization Development
9(1)
NTL Laboratory-Training Methods
9(1)
Survey Research and Feedback
10(1)
The Extent of OD Applications
10(1)
Who Does Organization Development?
10(1)
The Organization Culture
11(1)
The Socialization Process
12(2)
New Employee Expectations
12(1)
Encounter Organization's Culture
13(1)
Adjustment to Cultural Norms
13(1)
Results
13(1)
Psychological Contracts
14(1)
A Model for Organizational Development
14(3)
Stage One: Anticipate a Need for Change
15(1)
Stage Two: Develop the Practitioner-Client Relationship
15(1)
Stage Three: The Diagnostic Phase
16(1)
Stage Four: Action Plans, Strategies, and Techniques
16(1)
Stage Five: Self-Renewal, Monitor, and Stabilize
16(1)
Continuous Improvement
17(1)
Summary
17(1)
Review Questions
18(1)
Key Words and Concepts
18(1)
OD Skills Simulation 1.1 Auditioning for the Saturday Night Live Guest Host Spot
19(2)
OD Skills Simulation 1.2 The Psychological Contract
21(7)
Case Analysis Guidelines
28(1)
Why Use Cases?
28(1)
Objectives of the Case Method
28(1)
How to Prepare a Case
28(1)
Case: TGIF
28(3)
Chapter 1 Endnotes
31(2)
Organization Renewal: The Challenge of Change
33(34)
The Challenges of Change
34(1)
Renewal
34(1)
Constant Change
35(1)
Organization Renewal: Adapting to Change
35(4)
Approaches to Change
37(1)
A Model of Adaptive Orientation
37(1)
Sluggish-Thermostat Management (Stable Environment, Low Adaptation)
37(1)
Satisficing Management (Stable Environment, High Adaptation)
38(1)
Reactive Management (Hyperturbulent Environment, Low Adaptation)
38(1)
Renewing/Transformational Management (Hyperturbulent Environment, High Adaptation
39(1)
The Systems Approach: Finding New Ways to Work Together
39(3)
The Organization as a System
40(1)
Open Systems
41(1)
The Sociotechnical System
42(2)
High-Performance Systems
44(1)
The Contingency Approach: No One Best Way
44(1)
Future Shock and Change
44(4)
Organization Transformation and Development
48(1)
OD: The Planned Change Process
48(2)
Individual Effectiveness
48(1)
Team Effectiveness
49(1)
Organization Effectiveness
49(1)
Summary
50(1)
Review Questions
50(1)
Key Words and Concepts
50(2)
OD Skills Simulation 2.1 OD Practitioner Behavior Profile I
52(9)
Case: The Nogo Railroad
61(4)
Chapter 2 Endnotes
65(2)
Changing the Culture
67(28)
Creating a Concept for Change
68(1)
Understanding Corporate Culture
68(5)
What Is Corporate Culture?
69(2)
The Corporate Culture and Success
71(1)
The Impact of Key Factors
72(1)
Cultural Resistance to Change
73(1)
Tools for Change
74(2)
Information
74(1)
Support
75(1)
Resources
75(1)
The Goals and Values of OD
76(3)
OD Professional Values and Ethics
77(1)
OD Implementation Issues
77(1)
Compatibility of Values
78(1)
Imposed Change
78(1)
Determining the Priority of the Goals
79(1)
Summary
79(1)
Review Questions
80(1)
Key Words and Concepts
80(1)
OD Skills Simulation 3.1 Downsizing: A Consensus-Seeking Activity
81(8)
Case: The Dim Lighting Co.
89(3)
Chapter 3 Endnotes
92(3)
PART 2: UNDERSTANDING THE OD PROCESS
95(90)
Role and Style of the OD Practitioner
95(31)
Haphazard versus Planned Change
96(1)
External and Internal Practitioners
97(3)
The External Practitioner
97(1)
The Internal Practitioner
98(1)
The External-Internal Practitioner Team
99(1)
OD Practitioner Styles
100(3)
The Stabilizer Style
100(1)
The Cheerleader Style
100(1)
The Analyzer Style
101(1)
The Persuader Style
101(1)
The Pathfinder Style
101(2)
The Intervention Process
103(3)
The Readiness of the Organization for OD
103(1)
The Intervention
103(1)
Who Is the Client?
104(1)
The OD Practitioner Role in the Intervention
104(1)
OD Practitioner Skills and Activities
105(1)
Forming the Practitioner-Client Relationship
106(6)
Initial Perceptions
107(2)
Practitioner Style Model
109(1)
Developing a Trust Relationship
110(1)
Creating a Climate for Change
110(1)
Practitioner-Client Relationship Modes
111(1)
The Formalization of Operating Ground Rules
112(1)
Red Flags in the Practitioner-Client Relationship
113(1)
The Level of Commitment to Change
113(1)
The Degree of Leverage or Power to Influence Change
113(1)
The Client's Manipulative Use of the Practitioner
113(1)
Summary
114(1)
Review Questions
114(1)
Key Words and Concepts
114(1)
OD Skills Simulation 4.1 Practitioner Style Matrix
115(5)
OD Skills Simulation 4.2 Conflict Styles
120(2)
OD Skills Simulation 4.3 Perception
122(1)
Case: The Grayson Chemical Company
123(2)
Chapter 4 Endnotes
125(1)
The Diagnostic Process
126(29)
Diagnosing Problem Areas
127(1)
What Is Diagnosis?
127(4)
The Process
129(1)
The Performance Gap
129(2)
The Data Collection Process
131(5)
The Definition of Objectives
132(1)
The Selection of Key Factors
132(1)
The Selection of a Data-Gathering Method
133(3)
The Implementation of Data Collection
136(3)
The Analysis of Data
137(1)
Evaluating the Effectiveness of Data Collection
138(1)
Diagnostic Models
139(3)
The Analytical Model
139(1)
The Emergent-Group Behavior Model
139(1)
The Management Practitioner Model
140(1)
The Sociotechnical Systems Model
140(1)
Cause Maps and Social Network Analysis Model
140(1)
The Force-Field Analysis Model
140(2)
Red Flags in the Diagnosis
142(1)
Confidentiality
142(1)
The Over-Diagnosis
142(1)
The Crisis Diagnosis
142(1)
The Threatening and Overwhelming Diagnosis
142(1)
The Practitioner's Favorite Diagnosis
142(1)
The Diagnosis of Symptoms
143(1)
Summary
143(1)
Review Questions
144(1)
Key Words and Concepts
144(1)
OD Skills Simulation 5.1 The Acquisition Decision
145(7)
Case: The Old Family Bank
152(2)
Chapter 5 Endnotes
154(1)
Overcoming Resistance to Change
155(30)
Change and Reinvent
156(1)
The Life Cycle of Resistance to Change
157(2)
Phase 1
157(1)
Phase 2
157(1)
Phase 3
157(1)
Phase 4
157(1)
Phase 5
157(2)
Leading Change
159(1)
Advocates of Change
159(1)
Degree of Change
159(1)
Time Frame
159(1)
Impact on Culture
160(1)
Evaluation of Change
160(1)
A Change Model
160(1)
Driving Forces toward Acceptance of a Change Program
161(2)
Dissatisfaction with the Present Situation
161(1)
External Pressures toward Change
161(2)
Momentum toward Change
163(1)
Motivation by Management
163(1)
Restraining Forces Blocking Implementation of Change Programs
163(2)
Uncertainty Regarding Change: ``The Comfort Zone''
163(1)
Fear of the Unknown
164(1)
Disruption of Routine
164(1)
Loss of Existing Benefits: ``What's in It for Me?''
164(1)
Threat to Security
164(1)
Threat to Position Power
164(1)
Redistribution of Power
165(1)
Disturb Existing Social Networks
165(1)
Conformity to Norms and Culture
165(1)
Driving Forces and Restraining Forces Act in Tandem
165(1)
Strategies to Lessen Resistance
165(5)
Education and Communication
166(1)
Create a Vision
167(1)
Participation of Members in the Change Program
168(1)
Facilitation and Support
168(1)
Negotiation, Agreement, and Politics
168(1)
Leadership
169(1)
Reward Systems
169(1)
Explicit and Implicit Coercion
170(1)
Climate Conducive to Communications
170(1)
Power Strategies
170(1)
Summary
170(1)
Review Questions
171(1)
Key Words and Concepts
171(1)
OD Skills Simulation 6.1 Downsizing in the Enigma Company
172(5)
OD Skills Simulation 6.2 Driving and Restraining Forces
177(2)
OD Skills Simulation 6.3 Strategies for Change
179(1)
Case: The Hexadecimal Company
180(3)
Chapter 6 Endnotes
183(2)
PART 3: DEVELOPING EXCELLENCE IN INDIVIDUALS
185(96)
Process Intervention Skills
185(29)
A New Paradigm
186(1)
Process Interventions
187(1)
Group Process
187(4)
Communications
188(1)
Member Roles and Functions
188(1)
Problem-Solving and Decision-Making
189(1)
Group Norms and Growth
189(1)
Leadership and Authority
190(1)
Types of Process Interventions
191(3)
Clarifying and Summarizing
191(1)
Synthesizing and Generalizing
191(1)
Probing and Questioning
192(1)
Listening
192(1)
Reflecting Feelings
192(1)
Providing Support, Coaching, and Counseling
192(1)
Modeling
192(1)
Setting the Agenda
192(1)
Feeding Back Observations
193(1)
Structural Suggestions
193(1)
Results of Process Interventions
194(1)
Summary
194(1)
Review Questions
195(1)
Key Words and Concepts
195(1)
OD Skills Simulation 7.1 Apex Oil Spill
196(7)
OD Skills Simulation 7.2 Trust Building
203(5)
OD Skills Simulation 7.3 Process Interventions
208(2)
Case: The OD Letters
210(3)
Chapter 7 Endnotes
213(1)
OD Intervention Strategies
214(26)
Organizational Change
215(1)
Basic Strategies to Change
215(4)
The Integration of Change Strategies
219(2)
Stream Analysis
221(2)
Selecting an OD Intervention
223(2)
The Major OD Intervention Techniques: An Overview
225(1)
Summary
226(1)
Review Questions
227(1)
Key Words and Concepts
227(1)
OD Skills Simulation 8.1 The Franklin Company
228(7)
Case: The Farm Bank
235(3)
Chapter 8 Endnotes
238(2)
Employee Empowerment and Interpersonal Interventions
240(41)
Empowering the Individual
241(1)
Employee Empowerment
241(1)
Laboratory Learning
242(2)
The Objectives of Laboratory Learning
243(1)
The Use of Laboratory Learning in OD Programs
243(1)
Results of Laboratory Learning
243(1)
Interpersonal Style: The Johari Window Model
244(2)
The Public Area
244(1)
The Blind Area
244(1)
The Closed Area
245(1)
The Unknown Area
245(1)
Transactional Analysis
246(4)
Structural Analysis
246(1)
Transactional Theory
247(2)
Psychological Positions and Scripts
249(1)
Authentic Communication and Relationships
249(1)
Career Life Planning Interventions
250(1)
Steps in a Typical Career Life Planning Program
250(1)
The Results of Career Life Planning
251(1)
Stress Management and Burnout
251(7)
Major Sources of Stress
252(2)
Job Burnout
254(1)
Stress Management Interventions and Coping with Stress
254(1)
Wellness Programs
254(2)
Relaxation Techniques
256(1)
Career Life Planning
257(1)
Stress Management Training
257(1)
Seminars on Job Burnout
257(1)
Results of Stress Management Interventions
257(1)
Summary
258(1)
Review Questions
258(1)
Key Words and Concepts
259(1)
OD Skills Simulation 9.1 SACOG
260(7)
OD Skills Simulation 9.2 Johari Window
267(6)
OD Skills Simulation 9.3 Career Life Planning
273(1)
Case: The Sundale Club
274(3)
Chapter 9 Endnotes
277(4)
PART 4: DEVELOPING HIGH PERFORMANCE IN TEAMS
281(120)
Team Development Interventions
281(34)
Organizing around Teams
281(1)
The Team Approach
282(2)
The Need for Team Development
284(4)
Categories of Team Interaction
285(1)
Operating Problems of Work Teams
286(2)
Cohesiveness and Groupthink
288(1)
The Purpose of Team Development
289(1)
The Team Development Process
290(4)
Step 1: Initiating the Team Development Meeting
291(1)
Step 2: Setting Objectives
291(1)
Step 3: Collecting Data
291(1)
Step 4: Planning the Meeting
291(1)
Step 5: Conducting the Meeting
291(1)
Step 6: Evaluating the Team Development Process
292(1)
Results of Team Development Meetings
292(2)
Outdoor Experiential Laboratory Training
294(3)
The Outdoor Lab Process
295(1)
Cautions When Using Outdoor Labs
296(1)
Results of Outdoor Labs
296(1)
Role Negotiation
297(1)
Role Analysis
297(1)
Summary
298(1)
Review Questions
299(1)
Key Words and Concepts
299(1)
OD Skills Simulation 10.1 Organization Task and Process
300(6)
OD Skills Simulation 10.2A Team Development
306(3)
OD Skills Simulation 10.2B Role Analysis Team Development
309(1)
Case: Steele Enterprises
310(3)
Chapter 10 Endnotes
313(2)
Intergroup Development Interventions
315(30)
Changing Relationships
316(1)
Collaboration and Conflict
317(3)
Intergroup Operating Problems
320(3)
Suboptimization
321(1)
Intergroup Competition
321(1)
Perceived Power Imbalance between Groups
322(1)
Role Conflict, Role Ambiguity
322(1)
Personality Conflict
322(1)
Cooperation versus Competition
323(1)
Managing Conflict
324(5)
Intergroup Techniques
325(1)
Third-Party Consultation
326(1)
Organization Mirror
327(1)
Intergroup Team Building
328(1)
Summary
329(1)
Review Questions
330(1)
Key Words and Concepts
330(1)
OD Skills Simulation 11.1 The Disarmament Game
331(8)
OD Skills Simulation 11.2 Intergroup Team Building
339(1)
Case: The Exley Chemical Company
340(3)
Chapter 11 Endnotes
343(2)
Goal Setting for Effective Organizations
345(23)
Goal Setting Can Drive the Bottom Line
346(1)
Goal-Setting Theory
346(3)
More Difficult Goals Produce Better Performance
347(1)
Specific Hard Goals Are Better Than ``Do Your Best'' Goals
347(1)
People May Abandon Goals If They Become Too Hard
347(1)
Participation in Setting Goals Increases Commitment and Attainment of Goals
347(1)
Feedback and Goals Improve Performance
347(1)
Individual Differences Tend Not to Affect Goal Setting
347(1)
Goal Setting in Teams Deserves Special Consideration
348(1)
Managerial Support Is Critical
348(1)
A Model for Goal Setting
349(1)
Results of Goal Setting
350(1)
Management by Objectives
350(5)
The Purposes of MBO Programs
351(1)
The MBO Process
351(2)
Criticisms of MBO
353(1)
The Results of MBO
354(1)
Summary
355(1)
Review Questions
355(1)
Key Words and Concepts
355(1)
OD Skills Simulation 12.1 Organization Goal Setting
356(6)
OD Skills Simulation 12.2 Managing by Objectives
362(2)
Case: Western Utilities Company
364(2)
Chapter 12 Endnotes
366(2)
Work Team Development
368(33)
Continuous Improvement Processes
369(1)
Job Design
370(4)
Job Enrichment Theory
370(1)
Job Characteristics Theory
371(2)
Results of Job Design Programs
373(1)
Total Quality Management (TQM)
374(3)
The Characteristics of TQM
374(1)
Quality
375(1)
Malcolm Baldridge National Quality Award
375(2)
Compatibility of TQM and OD
377(1)
Self-Managed Work Teams
377(7)
The Characteristics of Self-Managed Work Teams
378(1)
The Design of Jobs
379(1)
New Organizational Structures
380(1)
Management and Leadership Behavior
381(1)
The Reward System
382(1)
Role of Labor Unions
383(1)
Red Flags
383(1)
Results of Self-Managed Teams
383(1)
Summary
384(1)
Review Questions
385(1)
Key Words and Concepts
385(1)
OD Skills Simulation 13.1 Paper House Production
386(6)
OD Skills Simulation 13.2 TQM in the University Setting
392(3)
Case: Wengart Aircraft
395(3)
Chapter 13 Endnotes
398(3)
PART 5: DEVELOPING SUCCESS IN ORGANIZATIONS
401(92)
High-Performing Systems and the Learning Organization
401(30)
System-Wide Interventions
402(1)
Survey Research and Feedback
402(2)
The Steps in Survey Feedback
403(1)
The Results of Survey Research and Feedback
404(1)
The Learning Organizations
404(3)
Learning Organizations Are Pragmatic
404(2)
Core Values
406(1)
Characteristics of Learning Organizations
406(1)
Reengineering: A Radical Redesign
407(1)
System 4 Management
408(2)
High-Performing Systems (HPS)
410(1)
HPS Criteria
410(1)
HPS Characteristics
410(1)
The Grid OD Program
411
Phase 1: Grid Seminars
411(1)
Phase 2: Teamwork Development
412(1)
Phase 3: Intergroup Development
412(1)
Phase 4: Development of an Ideal Strategic Model
412(1)
Phase 5: Implementing the Ideal Strategic Model
412(1)
Phase 6: Systematic Critique
413(1)
The Results of Grid OD Programs
413(1)
The Third-Wave Organization
xxx
Flexibility
413(1)
Creativity
413(1)
Innovation
414(1)
Summary
415(1)
Review Questions
416(1)
Key Words and Concepts
416(1)
OD Skills Simulation 14.1 The Brentwood Division
417(6)
Case: Tucker Knox Corporation
423(6)
Chapter 14 Endnotes
429(2)
Organization Transformation and Strategic Change
431(27)
Strategy and Transformation
432(1)
Organization Transformation
433(3)
Directive Approaches to Change
433(1)
Strategies of Change
434(2)
The Corporate Culture
436(7)
The Strategy-Culture Fit
436(1)
Culture: A Definition
437(1)
Sharing the Vision
438(1)
Strong versus Weak Cultures
439(1)
The Strategy-Culture Matrix
439(4)
Strategic Change Management
443(1)
Changing the Corporate Culture
444(1)
Summary
445(1)
Review Questions
445(1)
Key Words and Concepts
445(1)
OD Skills Simulation 15.1 The Gentech Company
446
Case: The Space Electronics Corporation
445(12)
Chapter 15 Endnotes
457(1)
The Challenge and the Future for Organizations
458(35)
The Organizations of the Future
459(1)
Monitor and Stabilize Action Programs
460(7)
Feedback of Information
461(1)
Stabilization of Change
461(1)
Evaluation of OD Programs
462(1)
Termination of the Practitioner-Client Relationship
462(1)
Developing a Self-Renewal Capacity
463(1)
Termination and Disengagement from the Client System
463(1)
Some Conditions for Success of OD Efforts
464(3)
Emerging Issues and Values
467(2)
OD: Fad or Discipline?
467(1)
The Role of Values
468(1)
Future Trends in Organization Development
469(2)
Macrosystem Trends
470(1)
Interpersonal Trends
470(1)
Individual Trends
471(1)
The Future of OD
471(2)
Summary
473(1)
Review Questions
474(1)
Key Words and Concepts
474(1)
OD Skills Simulation 16.1 OD Practitioner Behavior Profile II
475(7)
OD Skills Simulation 16.2 The OD Practitioner
482(1)
The Bob Knowlton Case
483(7)
Chapter 16 Endnotes
490(3)
Index 493


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