Organization Development : The Process of Leading Organizational Change

by Donald L. Anderson

• ISBN13: 9781412987745
• ISBN10: 1412987741
• Edition: 2nd
• Format: Paperback
• Copyright: 2011-06-17
• Publisher: SAGE Publications, Inc

Summary

Covering classic and contemporary organization development (OD) techniques that guide individual, team, and organizational change, this textbook incorporates discussion of OD ethics into each chapter and offers thorough discussions of 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.

Table of Contents

Preface	p. ix
Ancillaries	p. x
What is Organization Development?	p. 1
Organization Development Defined	p. 2
Change Is a Constant Pressure	p. 3
What Organization Development Looks Like	p. 4
What Organization Development Is Not	p. 9
Who This Book Is For	p. 10
Overview of the Book	p. 11
Analyzing Case Studies	p. 12
Summary	p. 15
History of Organization Development	p. 17
Laboratory Training and T-Groups	p. 18
Action Research and Survey Feedback	p. 20
Management Practices	p. 23
Quality and Employee Involvement	p. 27
Organizational Culture	p. 29
Change Management, Strategic Change, and Reengineering	p. 31
Organizational Learning	p. 32
Organizational Effectiveness and Employee Engagement	p. 34
Summary	p. 35
Core Values and Ethics of Organization Development	p. 37
Defining Values	p. 38
Why Are Values Important to the OD Practitioner?	p. 38
Core Values of Organization Development	p. 39
Changes to OD Values Over Time and the Values Debate	p. 45
Challenges to Holding Organization Development Values	p. 47
Statement of Organization Development Ethics	p. 48
Summary	p. 49
Appendix	p. 50
Analyzing Opportunities for Organization Development Work at Northern County Legal Services	p. 57
Foundations of Organizational Change	p. 61
Levels and Characteristics of Organizational Change	p. 63
Models of Organizational Change: Systems Theory and Social Construction Approaches	p. 64
Organizations as Systems	p. 64
Organizations as Socially Constructed	p. 75
Summary	p. 83
The Organization Development Practitioner and the Consulting Process	p. 85
The Consulting Relationship and Types of Consulting	p. 86
The Organization Development Consulting Model	p. 88
OD Practitioners: Who Are They and Where Do They Work?	p. 90
The Organization Development Consulting Profession	p. 93
The OD Consulting Process and Action Research	p. 95
Summary	p. 100
Entry and Contracting	p. 103
Entry	p. 104
Contracting	p. 107
Summary	p. 118
Data Gathering	p. 119
The importance of Data Gathering	p. 120
Presenting Problems and Underlying Problems	p. 121
Data Gathering Process	p. 122
Data Gathering Methods	p. 122
Creating a Data Gathering Strategy and Proposing an Approach	p. 139
Ethical Issues With Data Gathering	p. 143
Summary	p. 143
Proposing a Data Gathering Strategy at Aero Tech, Inc.	p. 145
Diagnosis and Feedback	p. 151
Diagnosis: Discovery, Assessment, Analysis, and Interpretation	p. 152
Finding Patterns by Analyzing Data	p. 154
Interpreting Data	p. 160
Selecting and Prioritizing Themes	p. 161
Feedback	p. 163
Recognizing Resistance	p. 165
Ethical Issues With Diagnosis and Giving Feedback	p. 168
Summary	p. 169
Sorting Through the Data from Logan Elementary School	p. 171
An Introduction to Interventions	p. 175
Interventions Defined	p. 177
Why Interventions Fail	p. 178
Considerations in Selecting the Right Intervention Strategy	p. 182
Structuring and Planning Interventions for Success	p. 187
The Change Agent's Role in the Intervention	p. 190
Ethical Issues With Interventions	p. 191
Overview of Intervention Techniques	p. 192
Summary	p. 192
Individual Interventions	p. 195
Individual Change and Reactions to Change	p. 196
Individual Instruments and Assessments	p. 198
Coaching	p. 202
Mentoring	p. 205
360 Feedback	p. 206
Career Planning and Development	p. 208
Summary	p. 212
Individual Type Styles at the Parks Department	p. 213
Team Interventions	p. 217
Defining Teams	p. 218
What Makes a Successful Team?	p. 219
Special Types of Teams	p. 220
Team Development	p. 224
Team-Building Interventions	p. 224
Intergroup Interventions	p. 243
Summary	p. 248
Solving Team Challenges at DocSystems Billing, Inc.	p. 250
Whole Organization and Multiple Organization Interventions	p. 259
Characteristics of Contemporary Large-Scale Interventions	p. 261
Organizational Culture Assessment and Change	p. 262
Organization Design and Structure	p. 265
Directional Interventions	p. 276
Quality and Productivity Interventions	p. 287
Mergers and Acquisitions	p. 291
Transorganization or Interorganization Development	p. 295
Summary	p. 297
Reorganizing Human Resources at ASP Software	p. 300
The Future of the Crossroads Center	p. 306
Sustaining Change, Evaluating, and Ending an Engagement	p. 309
Sustaining Change After the Intervention	p. 310
Evaluation	p. 315
Ending an Engagement: Separation and Exit	p. 321
Summary	p. 323
The Future of Organization Development	p. 325
Increasing Complexity of Change	p. 325
Globalization	p. 327
Changing Workforce Demographics	p. 330
Changing Nature of Work	p. 332
The Current State of OD: Strengths, Weaknesses, and Opportunities	p. 335
Summary	p. 338
References	p. 339
Author Index	p. 361
Subject Index	p. 369
About the Author	p. 381
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