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Detailed Contents
Preface
Exercises and Activities
Ancillaries
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 Future Search Conference in a Northern California Community
Example 5: A Long-Term Strategic Change Engagement
➡ Profiles in Organization Development Marvin Weisbord
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
For Further Reading
➡ Case Study 1: Every Coin Has Two Sides
Chapter 2 • History of Organization Development
Laboratory Training and T-Groups
Action Research, Survey Feedback, and Sociotechnical Systems
Survey Feedback
Sociotechnical Systems
Management Practices
Quality and Employee Involvement
➡ Profiles in Organization Development Robert J. Marshak
Organizational Culture
Change Management, Strategic Change, and Reengineering
Organizational Learning
Organizational Effectiveness and Employee Engagement
Agility and Collaboration
Summary
Questions for Discussion
For Further Reading
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
➡ Profiles in Organization Development Frederick A. Miller
Dialogue and Collaboration
Authenticity, Openness, and Trust
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
For Further Reading
Exercise: What Would You Do?
Appendix
➡ Case Study 2: Analyzing Opportunities for Organization Development Work at Northern County Legal Services
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
➡ Profiles in Organization Development W. Warner
Burke
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
For Further Reading
Exercise: Using Organizational Change Models
➡ Case Study 3: “I Just Can’t Work With Her:” Team
Conflict in the Northeast Sales Division
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
➡ Profiles in Organization Development Matt Minahan
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
➡ Profiles in Organization Development Gervase R.
Bushe
Summary
Questions for Discussion
For Further Reading
Chapter 6 • Entry and Contracting
Entry
Ethical Issues During the Entry Stage
Who Is the Client?
➡ Profiles in Organization Development David W.
Jamieson
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
For Further Reading
Exercise: Contracting
Chapter 7 • Data Gathering
The Importance of Data Gathering
Presenting Problems and Underlying Problems
Data Gathering Process
Data Gathering Methods
Interviews
Focus Groups
Surveys/Questionnaires
Observations
Unobtrusive Measures
Creating a Data Gathering Strategy and Proposing an Approach
Ethical Issues With Data Gathering
Summary
Questions for Discussion
For Further Reading
Exercise: Data Gathering
➡ Case Study 4: Proposing a Data Gathering Approach at TLG Solutions
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
Statistical Analysis
Interpreting Data
Selecting and Prioritizing Themes
Feedback
Structuring the Feedback Meeting
Presenting Data in the Feedback Meeting
➡ Profiles in Organization Development Peter Block
Resistance
Thinking Differently About Resistance
Working With Client Resistance
Ethical Issues With Diagnosis and Giving Feedback
Summary
Questions for Discussion
For Further Reading
Exercise: Feedback and Resistence
➡ Case Study 5: Sorting Through the Data From Logan Elementary School
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
For Further Reading
Chapter 10 • Individual Interventions
Individual Change and Reactions to Change
Individual Instruments and Assessments
The Myers-Briggs Type Indicator
Coaching
➡ Profiles in Organization Development Judith H. Katz
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
For Further Reading
Exercise: Individual Intervention (Coaching)
➡ Case Study 6: Individual Type Styles at the Parks Department
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
➡ Profiles in Organization Development Dick Axelrod
➡ Profiles in Organization Development Emily M.
Axelrod
Team Start-Up and Transition Meetings
Confrontation Meetings
Role Negotiation and Role Analysis
Work Redesign
Workout
Intergroup Interventions
An Intervention to Resolve Intergroup Conflict
Variations on Intergroup Interventions
Summary
Questions for Discussion
For Further Reading
Exercise: Team Intervention (Facilitation and Team Development)
➡ Case Study 7: Solving Team Challenges at DocSystems
Billing, Inc.
Chapter 12 • Whole Organization and Multiple Organization Interventions
Characteristics of Contemporary Large-Scale Interventions
Strategic Change Interventions
Strategic Planning and Real-Time Strategic Change
Scenario Planning
Search Conferences and Future Search
➡ Profiles in Organization Development Sandra Janoff
Quality and Productivity Interventions
Total Quality Management
Reengineering
Six Sigma
Interventions in Mergers and Acquisitions
Organization Development in M&A Integration
Target 1: Individual Integration
Target 2: Team Integration
Target 3: Cross-Team/Department Integration
Target 4: 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
Introducing Dialogic OD Successfully
Further Areas for Development of Dialogic OD
Positive Organizational Scholarship and Appreciative Inquiry
Summary
Questions for Discussion
For Further Reading
➡ Case Study 8: The Future of the Crossroads Center
Chapter 13 • Organization Culture and Design Interventions
Organizational Culture Assessment and Change
Organization Design
Common Organizational Structures
Lateral Capability
➡ Profiles in Organization Development Amy Kates
Tests of a Good Design
Summary
Questions for Discussion
For Further Reading
Exercise: Whole Organization Intervention (Organization Design)
➡ Case Study 9: Reorganizing Human Resources at ASP
Software
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
For Further Reading
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
Individualism–Collectivism
Masculinity–Femininity
Short-Term–Long-Term Orientation
Indulgence–Restraint
OD Values, Interventions, and Culture
➡ Profiles in Organization Development Peter F. Sorensen, Jr.
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
➡ Profiles in Organization Development Therese Yaeger Advice for the Global OD Practitioner
Summary
Questions for Discussion For Further Reading
➡ Case Study 10: A Global Partnership at GFAC
Consulting
Chapter 16 • The Future of Organization Development
Increasing Complexity of Change
Changing Workforce Demographics
Changing Nature of Work
The Current State of OD: Strengths, Weaknesses, and Opportunities
Profiles in Organization Development Allan H. Church
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 For Further Reading
References
Author Index
Subject Index
About the Author
Preface
In 2018, the World Economic Forum issued its Future of Jobs Report. Perhaps not surprisingly, the report noted an increase in jobs focused on robotics and automation, Big Data, artificial intelligence, and data science, whereas it also noted that jobs focused on data entry and factory work will likely be in decline. The report authors predicted that more than half of all jobs will require significant reskilling by 2022, making lifelong learning an increasing necessity. Yet against the backdrop of this focus on technology, the report authors also made a specific mention of the increasing influence of the field of organization development (OD). The report concluded:
Also expected to grow are roles that leverage distinctively “human” skills, such as . . . Training and Development, People and Culture, and Organizational Development Specialists (World Economic Forum, 2018, p. viii).
It seems that every few years, the field of organization development (OD) finds itself at a crossroads. Some feel that the field has strayed too far from its founding humanistic values of democracy, diversity, autonomy, collaboration, and choice. They argue that OD is in danger of being diluted or collapsed into human resources roles, leadership development, and talent management. Others feel that the “touchy feely” old values deserve a fresh update and that OD practitioners have a great deal to contribute to organizational efficiency, effectiveness, and enhanced performance in ways that helps both organization and individual. They see the role of the practitioner as a business adviser who can incorporate humanistic values without being hypocritical.
I wrote (and continue to update) this book because, like the World Economic Forum, I firmly believe that OD as a field of research and practice has much to offer to people in contemporary organizations who are struggling with an incredible amount of change. Old management styles no longer fit the needs
of today’s workplace and workers. New organizational forms are emerging to cope with the increasing pace of change, globalization, digitization and the latest technologies, economic pressures, and the expectations of the contemporary workforce. Managers struggle to engage employees despite ever-present threats of downsizing and outsourcing. In such an environment, many employees find work to be less personally satisfying than they did before.
Skilled OD practitioners understand the dynamics of human systems and can intervene to encourage a healthy, engaging, and productive environment. Unfortunately, it has been challenging for many students to develop these skills. It generally requires “breaking in” to an OD department, finding a (hopefully skilled) mentor, and learning as much as possible through academic courses or self-discovery. While they are regularly tested on the job, managers and executives have few opportunities to develop their skills as change agents as well. Project managers, IT professionals, educators, and health care administrators all report that the skills of OD are applicable to their jobs.
My hope is that this book will provide theoretical and practical background in OD to give you an introduction to the basic processes of organization development and change. It will also give you a chance to practice in a safe environment where you can develop your skills. I hope you find the book to be readable but rigorous practical and relevant but with a solid academic foundation and comprehensive enough without being exhausting.
For this fifth edition, I have updated many sections of the book to reflect recent research and advances in practice while retaining classic approaches and foundational theories with which most practitioners ought to be familiar. Highlights of this new edition include the following:
A new feature, “Profiles in Organization Development,” that showcases practitioners and researchers to highlight their experience, different paths to and histories in the field, and the diverse types of OD that are practiced today
Additional case studies to allow you to practice using OD concepts and skills
A revision to Chapters 12 and 13 to highlight the growing importance of
organization design and culture interventions
Additional examples of global issues in organization development
New readings at the end of each chapter, where appropriate
My continued thanks to the students at the University of Denver as well as to the clients who share with me their struggles in achieving change at work. Reviewers and readers of prior editions continued to share ideas to improve this volume. As always, I am grateful to my family and friends, especially my wife, Jennifer, for their patience, support, and encouragement.