Best Practices In Od / Edition 1

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Learn from the experts in the field how to create and enhance your organization and human resource development (OD/HRD) initiative. Using a case study approach, Best Practices in Organization Development and Change, combines a down-to-earth approach with readily applied tools such as instruments, training concepts, and competency models that can be used as benchmarks for the successful implementation of your OD/HRD initiative. Includes a CD Rom with additional forms. The case studies are introduced by top practitioners in the field including:
  • Warner Burke
  • Jay Conger
  • John Sullivan
  • Edward Lawler III
  • Beverly Kaye
  • Richard Beckhard
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Editorial Reviews

From the Publisher
"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."(Warren Bennis, author of On Becoming a Leader and Organizing Genius)

"very useful reference, loaded with first-rate exhibits and tables. Outstanding." (Stern's Management Review online, 1/02)

"Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational information." ( (Top 10 Reviewer), (1/02)

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Product Details

  • ISBN-13: 9780787956660
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 9/13/2001
  • Edition description: BK&CD-ROM
  • Edition number: 1
  • Pages: 576
  • Product dimensions: 9.25 (w) x 7.50 (h) x 1.18 (d)

Meet the Author

Louis Carter is a best practices consultant and director of products at Linkage, Inc. specializing in programs that integrate action learning, leadership development, and other organizational development theories. He has spoken at major international and domestic conferences on the subject of best practices in organization development and experiential/actionable learning.

David Giber is vice president of consulting services for Linkage, Inc. He is a leading expert in designing and implementing integrated leadership development. For more than fifteen years he has served at the director level for a wide variety of domestic and global organizations.

Marshall Goldsmith is the founder of Keilty, Goldsmith & Company and one of the world's foremost authorities in helping leaders achieve positive, measurable change in behavior. Goldsmith has been ranked in The Wall Street Journal as one of the "Top 10" consultants in the field of executive development.

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Table of Contents

Part: 1 Introduction


Part 2: Organization & Human Resources Development Case Studies

The Broad Band of Organization Development & Change: An Introduction 3

The Field of Leadership Development: An Introduction 185

Recruitment and Retention: An Introduction 298

Performance Management: An Introduction 393

Coaching And Mentoring: New Twists, Old Theme - An Introduction 438

Part: 3 Conclusion

Research: OD/HRD Trends And Findings 521

Endnotes 532

About Linkage, Inc. 533

About the Editors 535

Index 537

How to Use the CD-ROM 549

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  • Anonymous

    Posted January 7, 2002

    Many Interesting Case Histories of Making Improvements

    Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don¿t have to get on an airplane and fly someplace! One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant¿s take on what happened. Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about ¿best practices¿ where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge¿s various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren¿t very new. Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there¿s a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases. Develop the full potential of everyone, beginning with yourself! Donald Mitchell, co-author of The 2,000 Percent Solution and The Irresistible Growth Enterprise

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