Organization Development 6th Edition - The Process of Leading Organizational Change

Phát triển tổ chức
Quá trình dẫn dắt sự thay đổi của tổ chức
Phát triển Tổ chức: Quá trình Dẫn dắt Thay đổi Tổ chức, Phiên bản thứ sáu cung cấp cái nhìn toàn diện về sự thay đổi của cá nhân, nhóm và tổ chức, bao gồm các kỹ thuật phát triển tổ chức cổ điển và đương đại. Những người thực hành ngày nay tìm kiếm một nền tảng vững chắc, nghiêm ngặt về mặt học thuật nhưng cũng phù hợp, kịp thời, thực tế và dựa trên các giá trị và đạo đức OD. Trong văn bản bán chạy nhất này, tác giả Donald L. Anderson cung cấp cho sinh viên các công cụ phát triển tổ chức mà họ cần để thành công trong môi trường đầy thách thức ngày nay về toàn cầu hóa ngày càng gia tăng, công nghệ thay đổi nhanh chóng, áp lực kinh tế và kỳ vọng về lực lượng lao động ngày càng tăng. Phiên bản thứ sáu mới đã được cập nhật để phản ánh những nghiên cứu mới nhất. Các trường hợp mới, mục tiêu học tập theo chương, ví dụ, phần về tính đa dạng, công bằng và hòa nhập cũng như tác động của COVID-19 tại nơi làm việc cung cấp cho độc giả những thông tin mới nhất về các phương pháp hay nhất về OD.

Preface
Acknowledgments
Chapter 1 What Is Organization Development?
Organization Development Defined
Making the Case for Organization Development
What Organization Development Looks Like
Example 1: Increasing Employee Participation in a Public Sector Organization
Example 2: Senior Management Coaching at Vodaphone
Example 3: Team Development in a Cancer Center
Example 4: A Long-Term Strategic Change Engagement
Example 5: Global and Virtual Collaboration During the COVID-19 Pandemic
What Organization Development Is Not
Management Consulting
Training and Development
Short Term
The Application of a Toolkit
Who This Book Is For
Overview of the Book
Analyzing Case Studies
Summary
Questions for Discussion
Chapter 2 History of Organization Development
History of OD: Early Years
Laboratory Training and T-Groups
Action Research, Survey Feedback, and Sociotechnical Systems
Survey Feedback
Sociotechnical Systems
Management Practices
Quality and Employee Involvement
History of OD: Second-Generation Approaches
Organizational Culture
Change Management, Strategic Change, and Reengineering
Organizational Learning
Organizational Effectiveness and Employee Engagement
Agility and Collaboration
Summary
Questions for Discussion
Chapter 3 Core Values and Ethics of Organization Development
Defining Values
Why Are Values Important to the OD Practitioner?
Core Values of Organization Development
Participation, Involvement, and Empowerment
The Importance of Groups and Teams
Growth, Development, and Learning
Valuing the Whole Person
Dialogue and Collaboration
Authenticity, Openness, and Trust
OD Values and Diversity, Equity, and Inclusion
Changes to OD Values Over Time and the Values Debate
Challenges to Holding Organization Development Values
Statement of Organization Development Ethics
Summary
Questions for Discussion
Exercise: What Would You Do?
Appendix
Note
Chapter 4 Foundations of Organizational Change
Levels and Characteristics of Organizational Change
Models of Organizational Change: Systems Theory and Social Construction Approaches
Organizations as Systems
The Value of Systems Theory for OD Practitioners
Models of Organizational Change Consistent With a Systems Theory Approach
Lewin’s Three-Phase Model of Change and Force Field Analysis
The Nadler-Tushman Congruence Model
The Burke-Litwin Model of Organizational Performance and Change
Weisbord’s Six-Box Model
Organizations as Socially Constructed
The Value of the Social Construction Approach for OD Practitioners
Approaches to Organizational Change Consistent With a Social Construction Perspective
New Paradigms in OD
Summary
Questions for Discussion
Exercise: Using Organizational Change Models
Chapter 5 The Organization Development Practitioner and the OD Process
The Consulting Relationship and Types of Consulting
Expert Model
Doctor–Patient Model
Mechanic Model
The Organization Development Consulting Model
OD Practitioners: Who Are They and Where Do They Work?
Internal Versus External Consulting: Advantages and Disadvantages
Ethical Issues for Internal and External Consultants
The Organization Development Consulting Profession
Becoming an OD Consultant
Skills and Competencies for OD Consultants
The OD Consulting Process and Action Research
A Dialogic Approach to OD
Foundational Assumptions of Dialogic OD
A Dialogic OD Process
Summary
Questions for Discussion
Note
Chapter 6 Entry and Contracting
Entry
Ethical Issues During the Entry Stage
Who Is the Client?
Contracting
What Is Contracting?
The Purpose of Contracting
Success in the Contracting Meeting
Recontracting
Ethics in Contracting
Contracting as Data Gathering
Summary
Questions for Discussion
Exercise: Contracting
Chapter 7 Data Gathering
The Importance of Data Gathering
Presenting Problems and Underlying Problems
Data Gathering Process
Data Gathering Methods
Interviews
Tips for Successful Interviews
Focus Groups
Tips for Successful Management of Focus Groups
Surveys/Questionnaires
Tips for Successful Administration of Surveys
Observations
Tips for Successfully Conducting Observations for Data Gathering
Unobtrusive Measures
Tips for Gathering and Using Data via Unobtrusive Measures
Creating a Data Gathering Strategy and Proposing an Approach
Ethical Issues With Data Gathering
Summary
Questions for Discussion
Exercise: Data Gathering
Chapter 8 Diagnosis and Feedback
Diagnosis: Discovery, Assessment, Analysis, and Interpretation
Finding Patterns by Analyzing Data
Deductive Analysis: Using Models for Diagnosis
Inductive Analysis: Pulling Out Key Themes
Using Headlines
Statistical Analysis
Interpreting Data
Selecting and Prioritizing Themes
Feedback
Structuring the Feedback Meeting
Presenting Data in the Feedback Meeting
Resistance
Thinking Differently About Resistance
Working With Client Resistance
Ethical Issues With Diagnosis and Giving Feedback
Summary
Questions for Discussion
Exercise: Feedback and Resistance
Part I: Feedback Meeting
Part II: Client Reaction
Chapter 9 An Introduction to Interventions
Interventions Defined
Why Interventions Fail
Consequences of Failed Interventions
Considerations in Selecting the Right Intervention Strategy
Structuring and Planning Interventions for Success
Practicalities in Intervention Design
The Change Agent’s Role in the Intervention
Ethical Issues With Interventions
Overview of Intervention Techniques
Summary
Questions for Discussion
Chapter 10 Inpidual Interventions
Inpidual Change and Reactions to Change
Inpidual Instruments and Assessments
The Myers-Briggs Type Indicator
Coaching
Mentoring
360 Feedback
Career Planning and Development
The Classic View: Stages of the Career
The Contemporary View: Boundaryless Careers
Choosing a Career Direction and Identifying Work Interests
Setting Career Goals
Developing Career Transitions and New Employment Relationships
Summary
Questions for Discussion
Exercise: Inpidual Intervention (Coaching)
Chapter 11 Team Interventions
Defining Teams
What Makes a Successful Team?
Special Types of Teams
Self-Directed Work Teams
Virtual Teams
Cross-Functional Teams
Team Development
Team-Building Interventions
What Is Team Building?
Data Gathering for Team Interventions
Team Start-Up and Transition Meetings
Confrontation Meetings
Role Negotiation and Role Analysis
Role Negotiation Exercise
Responsibility Charting
Work Redesign
Workout
Intergroup Interventions
An Intervention to Resolve Intergroup Conflict
Variations on Intergroup Interventions
Summary
Questions for Discussion
Exercise: Team Intervention (Facilitation and Team Development)
Chapter 12 Whole Organization and Multiple Organization Interventions
Characteristics of Contemporary Large-Scale Interventions
Strategic Change Interventions
Strategic Planning and Real-Time Strategic Change
A Strategic Planning Case Study
The Integrated Strategic Change Process
Real-Time Strategic Change
Scenario Planning
Search Conferences and Future Search
Future Search: An Example
Features of a Future Search Conference
Day 1 (Afternoon)
Day 2 (Morning)
Day 2 (Afternoon)
Day 3
Quality and Productivity Interventions
Total Quality Management
Reengineering
Six Sigma
Interventions in Mergers and Acquisitions
Organization Development in M&A Integration1
Target 1: Inpidual Integration
Interventions for Inpidual Integration
Target 2: Team Integration
Interventions for Team Integration
Target 3: Cross-Team/Department Integration
Interventions for Cross-Team/Department Integration
Target 4: Organizationwide Integration
Interventions for Organizationwide Integration
Transorganization or Interorganization Development
Dialogic OD Consultation and Interventions
Role of the OD Practitioner in Dialogic OD Interventions
Examples of Dialogic OD Practices
World Café
Open Space Technology
Introducing Dialogic OD Successfully
Entry and Contracting: Clarifying The Sponsor Role and Dialogic Mind-Set
Blending Traditional and Dialogic OD
Conditions for Successful Dialogic OD Interventions
Skills Needed for the Dialogic Practitioner
Further Areas for Development of Dialogic OD
Positive Organizational Scholarship and Appreciative Inquiry
Summary
Questions for Discussion
Note
Chapter 13 Organization Culture and Design Interventions
Organizational Culture Assessment and Change
Organization Design
Common Organizational Structures
Functional Structure
Unit Structures
Matrix Structure
Network Structure
Boundaryless and Process Structure
Lateral Capability
Tests of a Good Design
Summary
Questions for Discussion
Exercise: Whole Organization Intervention (Organization Design)
Chapter 14 Sustaining Change, Evaluating, and Ending an Engagement
Sustaining Change After the Intervention
The Dangers of Sustaining Change
Mechanisms to Sustain Change
Evaluation
Challenges to Evaluation
Reasons to Evaluate
What to Evaluate
Evaluation Process
Examples of Evaluation
Ethics of Evaluation
Future of Evaluation
Ending an Engagement: Separation and Exit
Ethics of Endings
Summary
Questions for Discussion
Exercise: Sustaining Change
Chapter 15 Global Issues in Organization Development
OD’s Challenges in a Global Environment
Dimensions of Global Cultural Difference
Power Distance
Uncertainty Avoidance
Inpidualism–Collectivism
Masculinity–Femininity
Short-Term–Long-Term Orientation
Indulgence–Restraint
OD Values, Interventions, and Culture
Case Examples and Research Findings
China
Hong Kong
Japan
Taiwan
India
Africa and the Middle East
Ghana
Egypt
South Africa
Latin America
United Kingdom and Ireland
Beyond Single Cultures: Multicultural OD
Advice for the Global OD Practitioner
Summary
Questions for Discussion
Chapter 16 The Future of Organization Development
Changing Employee Expectations
Changing Nature of Work
Three Implications for OD: Technology, Sustainability, and Diversity, Equity, and Inclusion
OD Engagements Must Use Technology
OD Can Support the Development of Sustainable Organizations
OD Can Enhance and Role-Model Diversity, Equity, and Inclusion
The Current State of OD: Strengths, Weaknesses, and Opportunities
Strengths of OD Practice Today
Weaknesses in OD Practice Today
Opportunities for OD in the Future
Conclusion: The Future of OD
Summary
Questions for Discussion
References
Index
About the Author