Organization Development by W. Warner Burke,Debra A. Noumair -- Read -- Imperial Library of Trantor

Index

About This eBook Title Page Copyright Page Dedication Page Contents About the Authors Preface Part I: The Field of Organization Development

1. What Is Organization Development?

A Case: Organization Development or Crisis Management? Definitions A Total System Approach Conclusion

2. Organization Development Then and Now

Some Significant Changes Between 1969 and 1994 The New Corporation Significant Changes Since 1994 Conclusion

3. Where Did Organization Development Come From?

Before OD Theoretical Roots Conclusion

4. Organization Development as a Process of Change

Action Research Lewin’s Three-Step Procedure of Change Schein’s Elaboration of Lewin’s Three-Stage Model Phases of Planned Change Summary of Action Research Methodology The Generic Model for Organizational Change Practicing OD: A Case History Phases of OD Practice Conclusion Endnote

Part II: Understanding Organizations: Diagnosis

5. Defining the Client: A Different Perspective

Relations and Interfaces Theory Practice Conclusion

6. Understanding Organizations: The Process of Diagnosis

Organizational Models Normative Theories Conclusion

7. The Burke-Litwin Model of Organizational Performance and Change

Background The Model Conclusion Endnote

8. Understanding Organizations: Covert Processes

Combining Group Relations and Organization Development Beneath the Surface of the Burke-Litwin Model A Case: Beyond the Presenting Problem—A Veiled Succession Discussion Conclusion Endnote

Part III: Changing Organizations

9. Planning and Managing Change

Criteria for Effective Intervention Planning the Intervention or Change Managing the Change Process Measuring Progress of the Change Effort Conclusion Two Caveats Endnote

10. Understanding and Changing Loosely Coupled Systems

Two Precautions Regarding Either-Or Thinking The Change Problem Loosely Coupled Systems and the Change Process: Social Network Analysis Loosely Coupled Systems and the Change Process: Additional Potential Interventions Conclusion Endnotes

11. Does Organization Development Work?

Does It Work? Research Issues in Evaluating OD Efforts Conclusion

12. The Organization Development Consultant

Context for Roles and Functions Roles and Functions Consultant Abilities OD Values Becoming an OD Consultant and Integrating OD Competencies into Other Organizational Roles Self-as-Instrument Reflective Practice Conclusion

13. Coaching and Organization Development

Definitions Types of Coaching Coaching Process Coaching Roles and Contexts Coaching Culture Point of View Conclusion

Conclusion

14. Organization Development and the Future

Summary of the Final Chapter in the Second Edition Current and Future Trends in Organization Development Dialogic Organization Development Leadership Development Positive Psychology Agility: Organizational and Individual Conclusion

References Index