Organization Development: The Process of Leading Organizational Change

"Organization Development" covers the latest research in organizational development interventions and the consulting process. It differs from current texts available by including more case studies and exercises for students to use in applying theoretical material to practical situations. This additional material makes the text more relevant and offers instructors the ability to use one volume instead of placing materials on reserve or asking students to purchase multiple texts.

Table of Contents:
Chapter 1: What is Organization Development? Introduction Organization Development Defined Change is a Constant Pressure What Organization Development Looks Like What Organization Development is Not Who This Book is For Overview of the Book Analyzing Case Studies Summary Chapter 2: History Of Organization Development Introduction Laboratory Training and T-Groups Action Research and Survey Feedback Management Practices Quality and Employee Involvement Organizational Culture Change Management, Strategic Change, and Reengineering Organizational Learning Organizational Effectiveness and Employee Engagement Summary For Further Reading Chapter 3: Core Values and Ethics of Organization Development Introduction Defining Values Why are Values Important to the Organization Development Practitioner? Core Values of Organization Development Changes to Organization Development Values Over Time and the Values Debate Challenges to Holding Organization Development Values Statement of Organization Development Ethics Summary Appendix Case Study 1: Analyzing Opportunities for Organization Development Work at Northern County Legal Services Chapter 4: Foundations of Organizational Change Introduction Levels and Characteristics of Organizational Change Models of Organizational Change: Systems Theory and Social Construction Approaches Organizations as Systems Models of Organizational Change Consistent With a Systems Theory Approach Organizations As Socially Constructed Summary For Further Reading Chapter 5: The Organization Development Practitioner and the Consulting Process Introduction The Consulting Relationship and Types of Consulting The Organization Development Consulting Model Organization Development Practitioners: Who Are They, and Where Do They Work? The Organization Development Consulting Profession The Organization Development Consulting Process & Action Research Summary For Further Reading Chapter 6: Entry and Contracting Introduction Entry Contracting Summary For Further Reading Chapter 7: Data Gathering Introduction The Importance of Data Gathering Presenting Problems and Underlying Problems Data Gathering Process Data Gathering Methods Creating a Data Gathering Strategy and Proposing an Approach Ethical Issues With Data Gathering Summary For Further Reading Case Study 2: Proposing a Data Gathering Strategy At Aerotech, Inc. Chapter 8: Diagnosis and Feedback Introduction Diagnosis: Discovery, Assessment, Analysis, and Interpretation Finding Patterns by Analyzing Data Selecting And Prioritizing Themes Feedback Recognizing Resistance Ethical Issues With Diagnosis and Giving Feedback Summary For Further Reading Case Study 3: Sorting Through The Data From Logan Elementary School Chapter 9: An Introduction to Interventions Introduction Interventions Defined Why Interventions Fail Considerations in Selecting The Right Intervention Strategy Structuring and Planning Interventions For Success The Change Agent's Role in the Intervention Ethical Issues With Interventions Overview of Intervention Techniques Summary For Further Reading Chapter 10: Individual Interventions Introduction Individual Change and Reactions to Change Individual Instruments and Assessments Coaching Mentoring 360 Feedback Career Planning and Development Summary For Further Reading Case Study 4: Reorganizing Human Resources At ASP Software Chapter 11: Team Interventions Introduction Defining Teams What Makes a Successful Team Special Types of Teams Team Development Teambuilding Interventions Intergroup Interventions Summary For Further Reading Case Study 5: Solving Team Challenges at Docsystems Billing, Inc. Chapter 12: Whole Organization and Multiple Organization Interventions Introduction Characteristics of Contemporary Large Scale Interventions Organizational Culture Assessment and Change Organization Design and Structure Directional Interventions Quality And Productivity Interventions Mergers & Acquisitions Transorganization or Interorganization Development Summary For Further Reading Case Study 6: The Future of the Crossroads Center Chapter 13: Sustaining Change, Evaluating, and Ending an Engagement Introduction Sustaining Change After the Intervention Evaluation Ending An Engagement: Separation and Exit Summary For Further Reading Chapter 14: The Future Of Organization Development Introduction Increasing Complexity of Change Globalization Changing Workforce Demographics Changing Nature of Work The Current State of Organization Development: Strengths, Weaknesses, and Opportunities Summary For Further Reading References Index

About the Author :
Donald L. Anderson, Ph.D., received his doctoral degree from the University of Colorado, Boulder, in Communication. He is the author of the textbook Organization Development (2009, Sage Publications). Dr. Anderson's research interest is in discourse in organizational and institutional settings. His dissertation study examined the organizational discourse patterns that change during the process of organizational transformation, a study that earned a nomination for the International Communication Association's W. Charles Redding Dissertation of the Year award in organizational communication. His research has been published in the academic journals Discourse Studies, the Journal of Business and Technical Communication, and the Journal of Organizational Change Management. He has also contributed to The Handbook of Organizational Discourse, Case Studies in Organizational Communication, and the International Encyclopedia of Communication. Dr. Anderson's professional background includes curriculum development and training, corporate quality, supply chain management, and organizational development consulting. As an organization development consultant, he has managed OD engagements in consultation with public and private organizations for more than 10 years in Colorado and California as both an internal and external consultant. He currently works in organization development for a high-tech company in the Denver, Colorado area. (COMM)

Review :
"Organization Development: The Process of Leading Organizational Change provides instructors and students with a comprehensive text covering the history, major influences, processes, steps and ethical and professional considerations associated with leading organizational change. The book is tightly written, interesting and accessible for students in upper division undergraduate or graduate level courses. I highly recommend the book to anyone who is teaching a course on organizational behavior or leading change in public or private organizations." -- Lisa A. Dicke 20090925 "Anderson's text is a succinct and substantial introduction to an important field for both OD and HR professionals and for anyone interested in helping organizations thrive. It builds on a logical, informative discussion of the unfolding of what we now call OD, from T-Group spontaneity to OE statistical rigor. It considers both the values underlying the practice and the processes that make it effective. It's an ideal first text for the student of OD! And reasonably priced--if any textbooks are these days." -- K.T. Connor, PhD 20090929