Organization Development 6th Edition - The Process of Leading Organizational Change
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Phát triển tổ chứcQuá trình dẫn dắt sự thay đổi của tổ chứcPhát 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.
- PrefaceAcknowledgments
- Chapter 1 What Is Organization Development?Organization Development DefinedMaking the Case for Organization DevelopmentWhat Organization Development Looks LikeExample 1: Increasing Employee Participation in a Public Sector OrganizationExample 2: Senior Management Coaching at VodaphoneExample 3: Team Development in a Cancer CenterExample 4: A Long-Term Strategic Change EngagementExample 5: Global and Virtual Collaboration During the COVID-19 PandemicWhat Organization Development Is NotManagement ConsultingTraining and DevelopmentShort TermThe Application of a ToolkitWho This Book Is ForOverview of the BookAnalyzing Case StudiesSummaryQuestions for Discussion
- Chapter 2 History of Organization DevelopmentHistory of OD: Early YearsLaboratory Training and T-GroupsAction Research, Survey Feedback, and Sociotechnical SystemsSurvey FeedbackSociotechnical SystemsManagement PracticesQuality and Employee InvolvementHistory of OD: Second-Generation ApproachesOrganizational CultureChange Management, Strategic Change, and ReengineeringOrganizational LearningOrganizational Effectiveness and Employee EngagementAgility and CollaborationSummaryQuestions for Discussion
- Chapter 3 Core Values and Ethics of Organization DevelopmentDefining ValuesWhy Are Values Important to the OD Practitioner?Core Values of Organization DevelopmentParticipation, Involvement, and EmpowermentThe Importance of Groups and TeamsGrowth, Development, and LearningValuing the Whole PersonDialogue and CollaborationAuthenticity, Openness, and TrustOD Values and Diversity, Equity, and InclusionChanges to OD Values Over Time and the Values DebateChallenges to Holding Organization Development ValuesStatement of Organization Development EthicsSummaryQuestions for DiscussionExercise: What Would You Do?AppendixNote
- Chapter 4 Foundations of Organizational ChangeLevels and Characteristics of Organizational ChangeModels of Organizational Change: Systems Theory and Social Construction ApproachesOrganizations as SystemsThe Value of Systems Theory for OD PractitionersModels of Organizational Change Consistent With a Systems Theory ApproachLewin’s Three-Phase Model of Change and Force Field AnalysisThe Nadler-Tushman Congruence ModelThe Burke-Litwin Model of Organizational Performance and ChangeWeisbord’s Six-Box ModelOrganizations as Socially ConstructedThe Value of the Social Construction Approach for OD PractitionersApproaches to Organizational Change Consistent With a Social Construction PerspectiveNew Paradigms in ODSummaryQuestions for DiscussionExercise: Using Organizational Change Models
- Chapter 5 The Organization Development Practitioner and the OD ProcessThe Consulting Relationship and Types of ConsultingExpert ModelDoctor–Patient ModelMechanic ModelThe Organization Development Consulting ModelOD Practitioners: Who Are They and Where Do They Work?Internal Versus External Consulting: Advantages and DisadvantagesEthical Issues for Internal and External ConsultantsThe Organization Development Consulting ProfessionBecoming an OD ConsultantSkills and Competencies for OD ConsultantsThe OD Consulting Process and Action ResearchA Dialogic Approach to ODFoundational Assumptions of Dialogic ODA Dialogic OD ProcessSummaryQuestions for DiscussionNote
- Chapter 6 Entry and ContractingEntryEthical Issues During the Entry StageWho Is the Client?ContractingWhat Is Contracting?The Purpose of ContractingSuccess in the Contracting MeetingRecontractingEthics in ContractingContracting as Data GatheringSummaryQuestions for DiscussionExercise: Contracting
- Chapter 7 Data GatheringThe Importance of Data GatheringPresenting Problems and Underlying ProblemsData Gathering ProcessData Gathering MethodsInterviewsTips for Successful InterviewsFocus GroupsTips for Successful Management of Focus GroupsSurveys/QuestionnairesTips for Successful Administration of SurveysObservationsTips for Successfully Conducting Observations for Data GatheringUnobtrusive MeasuresTips for Gathering and Using Data via Unobtrusive MeasuresCreating a Data Gathering Strategy and Proposing an ApproachEthical Issues With Data GatheringSummaryQuestions for DiscussionExercise: Data Gathering
- Chapter 8 Diagnosis and FeedbackDiagnosis: Discovery, Assessment, Analysis, and InterpretationFinding Patterns by Analyzing DataDeductive Analysis: Using Models for DiagnosisInductive Analysis: Pulling Out Key ThemesUsing HeadlinesStatistical AnalysisInterpreting DataSelecting and Prioritizing ThemesFeedbackStructuring the Feedback MeetingPresenting Data in the Feedback MeetingResistanceThinking Differently About ResistanceWorking With Client ResistanceEthical Issues With Diagnosis and Giving FeedbackSummaryQuestions for DiscussionExercise: Feedback and ResistancePart I: Feedback MeetingPart II: Client Reaction
- Chapter 9 An Introduction to InterventionsInterventions DefinedWhy Interventions FailConsequences of Failed InterventionsConsiderations in Selecting the Right Intervention StrategyStructuring and Planning Interventions for SuccessPracticalities in Intervention DesignThe Change Agent’s Role in the InterventionEthical Issues With InterventionsOverview of Intervention TechniquesSummaryQuestions for Discussion
- Chapter 10 Individual InterventionsIndividual Change and Reactions to ChangeIndividual Instruments and AssessmentsThe Myers-Briggs Type IndicatorCoachingMentoring360 FeedbackCareer Planning and DevelopmentThe Classic View: Stages of the CareerThe Contemporary View: Boundaryless CareersChoosing a Career Direction and Identifying Work InterestsSetting Career GoalsDeveloping Career Transitions and New Employment RelationshipsSummaryQuestions for DiscussionExercise: Individual Intervention (Coaching)
- Chapter 11 Team InterventionsDefining TeamsWhat Makes a Successful Team?Special Types of TeamsSelf-Directed Work TeamsVirtual TeamsCross-Functional TeamsTeam DevelopmentTeam-Building InterventionsWhat Is Team Building?Data Gathering for Team InterventionsTeam Start-Up and Transition MeetingsConfrontation MeetingsRole Negotiation and Role AnalysisRole Negotiation ExerciseResponsibility ChartingWork RedesignWorkoutIntergroup InterventionsAn Intervention to Resolve Intergroup ConflictVariations on Intergroup InterventionsSummaryQuestions for DiscussionExercise: Team Intervention (Facilitation and Team Development)
- Chapter 12 Whole Organization and Multiple Organization InterventionsCharacteristics of Contemporary Large-Scale InterventionsStrategic Change InterventionsStrategic Planning and Real-Time Strategic ChangeA Strategic Planning Case StudyThe Integrated Strategic Change ProcessReal-Time Strategic ChangeScenario PlanningSearch Conferences and Future SearchFuture Search: An ExampleFeatures of a Future Search ConferenceDay 1 (Afternoon)Day 2 (Morning)Day 2 (Afternoon)Day 3Quality and Productivity InterventionsTotal Quality ManagementReengineeringSix SigmaInterventions in Mergers and AcquisitionsOrganization Development in M&A Integration1Target 1: Individual IntegrationInterventions for Individual IntegrationTarget 2: Team IntegrationInterventions for Team IntegrationTarget 3: Cross-Team/Department IntegrationInterventions for Cross-Team/Department IntegrationTarget 4: Organizationwide IntegrationInterventions for Organizationwide IntegrationTransorganization or Interorganization DevelopmentDialogic OD Consultation and InterventionsRole of the OD Practitioner in Dialogic OD InterventionsExamples of Dialogic OD PracticesWorld CaféOpen Space TechnologyIntroducing Dialogic OD SuccessfullyEntry and Contracting: Clarifying The Sponsor Role and Dialogic Mind-SetBlending Traditional and Dialogic ODConditions for Successful Dialogic OD InterventionsSkills Needed for the Dialogic PractitionerFurther Areas for Development of Dialogic ODPositive Organizational Scholarship and Appreciative InquirySummaryQuestions for DiscussionNote
- Chapter 13 Organization Culture and Design InterventionsOrganizational Culture Assessment and ChangeOrganization DesignCommon Organizational StructuresFunctional StructureUnit StructuresMatrix StructureNetwork StructureBoundaryless and Process StructureLateral CapabilityTests of a Good DesignSummaryQuestions for DiscussionExercise: Whole Organization Intervention (Organization Design)
- Chapter 14 Sustaining Change, Evaluating, and Ending an EngagementSustaining Change After the InterventionThe Dangers of Sustaining ChangeMechanisms to Sustain ChangeEvaluationChallenges to EvaluationReasons to EvaluateWhat to EvaluateEvaluation ProcessExamples of EvaluationEthics of EvaluationFuture of EvaluationEnding an Engagement: Separation and ExitEthics of EndingsSummaryQuestions for DiscussionExercise: Sustaining Change
- Chapter 15 Global Issues in Organization DevelopmentOD’s Challenges in a Global EnvironmentDimensions of Global Cultural DifferencePower DistanceUncertainty AvoidanceIndividualism–CollectivismMasculinity–FemininityShort-Term–Long-Term OrientationIndulgence–RestraintOD Values, Interventions, and CultureCase Examples and Research FindingsChinaHong KongJapanTaiwanIndiaAfrica and the Middle EastGhanaEgyptSouth AfricaLatin AmericaUnited Kingdom and IrelandBeyond Single Cultures: Multicultural ODAdvice for the Global OD PractitionerSummaryQuestions for Discussion
- Chapter 16 The Future of Organization DevelopmentChanging Employee ExpectationsChanging Nature of WorkThree Implications for OD: Technology, Sustainability, and Diversity, Equity, and InclusionOD Engagements Must Use TechnologyOD Can Support the Development of Sustainable OrganizationsOD Can Enhance and Role-Model Diversity, Equity, and InclusionThe Current State of OD: Strengths, Weaknesses, and OpportunitiesStrengths of OD Practice TodayWeaknesses in OD Practice TodayOpportunities for OD in the FutureConclusion: The Future of ODSummaryQuestions for DiscussionReferencesIndexAbout the Author
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