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Research papers on methodology and evaluation techniques for the measurement of organization development and organization behaviour - reviews theoretical models for assessment of organizational change programmes, efficiency of work organization and quality of working life; examines practical methods (questionnaire, interview, observation, etc.) for evaluating behaviour, work attitude and technical aspects of business organization. Illustrations, references, statistical tables.
Monograph on the measurement of business organization behaviour and organization development in view of quality of working life - explains purposes, models, methodologys and processes of organizational assessment. Bibliography pp. 624 to 658 and diagrams.
Manual on measurement and improvement of work organization and job design - includes a bibliography pp. 522 to 542.
Organizational Assessment: A framework for improving performance
Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector. The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices. Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.
Shows how managers can use the conceptual framework of TPC theory (technical, political, and cultural dynamics) to cope with major strategic reorientation. Raises such fundamental questions about the nature of organizations. What business(es) should we be in? Who should reap what benefits from the organization? What are the values and norms of organizational members? Provides concepts and workable technologies for dealing with these questions and preparing for future change. Includes extensive examples.
This book fills a gap in international literature by providing critical reviews on variables of organizational behavior and the main psychological instruments developed to measure them. Measuring instruments developed with theoretical and methodological rigor in the field of Organizational and Work Psychology can contribute to the development of diagnostic analyses to enable organizations to implement the evidence-based changes required for their survival. These changes demand diagnoses based on precise assessments of organizational and individual variables, but many times the professionals responsible for conducting these assessments are not sure of what is the best measuring instrument available. This book is intended to serve as a guide to these professionals. The volume is divided in two parts. The first part brings together chapters dedicated to the following micro-organizational variables: Job Crafting, reactions to organizational change, Psychological Wellbeing at Work, Bridge Employment Assessment in the Work-Retirement Transition, Resilience at Work, and Leadership in Organizations. The second part presents the state-of-the-art of research on the following macro-organizational constructs: Quality of Life at Work, Organizational Climate for Creativity, Values and Organizations, Assessments of Organizational Support, and Contributions by Social Networks Analysis and Organizational Effectiveness. The last chapter presents a critical discussion about the nature and future of organization behavior measuring. Assessing Organizational Behaviors: A Critical Analysis of Measuring Instruments is intended to help market professionals select the diagnostic instruments that best fit into their organizational reality in order to correctly assess organizational behavior. The book will also be of interest to researchers and students in the field of Organizational and Work Psychology as it provides comprehensive overviews of a wide range of instruments developed to measure different variables of organizational behavior.
Organizations today { whether public or private { exist in environment s where the pace of change is dizzying. Human service organizations fa ce both external and internal challenges: The public demands better se rvices at more reasonable costs. Clientele is more diverse, more strat ified, and more vocal than ever. The organizations themselves must kee p up with rapid changes in technological innovation and labor-manageme nt relationships. Organizational Change: The Human Services Challenge looks at the context of organizational change, describes how individua ls and systems change, and pinpoints keys to successful change. Author Rebecca Proehl then presents a proven model of organizational change, built on lessons learned from both the public and private sectors, bu t tailored for human service organizations. Proehl also discusses in d epth labor union-management issues, the political strategies leaders m ust use to implement change, and how to build collaborative relationsh ips in human services.
Organizational Diagnosis and Assessment presents sharp-image diagnosis, a distinctive approach to organizational consultation and planned change, that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frames to produce empirically grounded models of sources of ineffectiveness and forces for change, showing how consultants, managers, and applied researchers can break free of unproductive practices and ways of thinking to avoid uncritical adoption of management fads. They offer workable solutions to critical problems and demonstrate ways to meet organizational challenges like market downturns, technological change, and alliances with other organizations. Organizational Diagnosis and Assessment covers diagnosis and assessment of work groups, organizations, and whole systems. This volume develops analytical approaches for problem solving and strategy formation in both for-profit and not-for-profit organizations. Diagnosis of public policy issues, like assessments of the effectiveness of health systems, is also addressed. Many of the models and techniques contribute to assessing the changing nature of the workplace, examining organizational decline and other life-cycle transitions; gendering; change and diversity in organizational culture and in workforce composition; the spread of new forms of work organization, including teams, flat hierarchies, and networks; new uses of information technology; and mergers and alliances among organizations. Organizational Diagnosis and Assessment will be invaluable to advanced students, consultants, and applied behavioral scientists in social sciences, management, social work, organizational and industrial psychology, organizational sociology, nursing, and public administration.
In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.