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A practical guide to the essentials of organisational change which makes complex concepts accessible to managers, consultants, human resources professionals and others. Includes a directory of further sources of information and assistance.
Designed for use in undergraduate and graduate programs in organization development, management, human resource development, and industrial and organizational psychology, Organization Development provides readers with an overview of the field and acquaints them with the basic principles, practices, values, and skills of OD. Covering every aspect of the work of an OD professional and featuring numerous illustrative case studies, it shows how OD professionals actually get work and what the first steps in any OD effort should be. Author Gary McLean surveys different ways to assess an organizational situation—including a comparison of the Action Research and Appreciative Inquiry models—and provides forms for devising an action plan based on that assessment. He then looks at how to choose and implement a range of interventions at different levels, as well as how to evaluate the results of an intervention. Organization Development goes beyond the organizational level to look at the application of OD on community, national, regional, and global levels. And it successfully combines theory and practice; process and outcomes; performance and affective results; effectiveness and efficiency.
In a tumultuous global business environment, change is a constant. Organizations are affected by many factors from the local economy to global competition. To be successful they must do more than react to changes, they need to be proactive. Organization Development Fundamentals provides a starting point for those interested in learning more about taking this proactive approach. The authors explore the many facets of organization development and change management, including the theories, models, and steps necessary to complete the process. This is a perfect resource for professionals who are just starting out in the OD field or who want to brush-up on the basics. After reading this book, you will be able to: Define organization development and change management. Implement a change effort. Understand the competencies required of successful change agents. Recognize and solve ethical dilemmas related to change.
Managerial Communication for Organizational Development provides clarity for top, middle, and frontline managers on paramount communication issues It helps them anticipate and respond to communication challenges managers face daily. Challenges occur rapidly and with no warning. A business can be destroyed by media manipulations of public perceptions. Knowing what to do, what to say, and what not to say is paramount in dealing with complex cultural issues faced by today’s managers. Developing effective communication strategies, internally and externally, will keep organizations viable. This book is a field manual for managers at any organizational level.
A Dynamic New Approach to Organizational Change Dialogic Organization Development is a compelling alternative to the classical action research approach to planned change. Organizations are seen as fluid, socially constructed realities that are continuously created through conversations and images. Leaders and consultants can help foster change by encouraging disruptions to taken-for-granted ways of thinking and acting and the use of generative images to stimulate new organizational conversations and narratives. This book offers the first comprehensive introduction to Dialogic Organization Development with chapters by a global team of leading scholar-practitioners addressing both theoretical foundations and specific practices.
Cases and Exercises in Organization Development & Change, Second Edition encourages students to practice organization development (OD) skills in unison with learning about theories of organizational change and human behavior. The book includes a comprehensive collection of cases about the OD process and organization-wide, team, and individual interventions, including global OD, dialogic OD, and OD in virtual organizations. In addition to real-world cases, author Donald L. Anderson gives students practical and experiential exercises that make the course material come alive through realistic scenarios that managers and organizational change practitioners regularly experience.
Organization Development at Work—a title in The Practicing OD Series—is a collection of conversations among leaders, practitioners, and educators in the organization development (OD) field. Throughout the book experienced professionals share their best thinking about principles, practices, values, and the future of OD. In this valuable resource, nearly 100 contributors share their operating principles, successful models, tools, application tips, and important insights from their years of practice. Written for organization development practitioners, consultants, and anyone who is considering a career in OD, Organization Development at Work will highlight the points of view that define the "values controversy" so you will be better able to clarify your own position on values-based work. As you read contributors stories, you will be able to compare your career path with others in the field. In addition, this book offers perspective on the debate about global work, with advice for practitioners seeking to do work on foreign soil. You will feel as if you are in a conversation with friends, mentors, and colleagues who are freely sharing their experiences, questions, and concerns.
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they Commit to organizational objectives and culture Transform behaviors, cultures, and perceptions Implement competency or organization effectiveness models Exhibit strong top management leadership support and passion