Diagnosis for Organizational Change: Methods and Models

Overview

Organizational diagnosis produces the roadmaps that guide and direct organizational change interventions. To generate better understanding and appreciation of the diagnostic process, this unique volume:

*Illustrates methods and models used by prominent behavioral science practitioners
*Demonstrates the breadth and complexity of the process, initiated from individual, group, and organizational levels
*Explores a more integrated approach to diagnosis suited to an era of sweeping ...

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Overview

Organizational diagnosis produces the roadmaps that guide and direct organizational change interventions. To generate better understanding and appreciation of the diagnostic process, this unique volume:

*Illustrates methods and models used by prominent behavioral science practitioners
*Demonstrates the breadth and complexity of the process, initiated from individual, group, and organizational levels
*Explores a more integrated approach to diagnosis suited to an era of sweeping organizational change

The assembled authors--all experienced human resources practitioners--describe actual experiences of both the process and content of organizational diagnosis and illustrate their accounts with practical case examples.

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Editorial Reviews

From the Publisher

"With the extraordinary amount of change going on in today's organizations, we need wise and skillful approaches to intervention efforts that seek to improve those organizations to meet tomorrow's challenges. That is exactly what this book provides. A set of leading behavioral scientists share their insights on 'how to do it.' What makes this volume so useful is that it represents the best of theory-informed organizational practice in producing meaningful organizational change."--Lyman Porter, PhD

"This book explores the many dimensions of organization diagnosis and the multiple frames of reference that the diagnostician and organizational clinician must be aware of...A great contribution to the field."--Edgar H. Schein, PhD

"A valuable resource for anyone interested in avoiding 'boundary rationality' when trying to understand organizational issues....A masterful blend of macro and micro perspectives on contemporary issues in organizational science."--Wayne F. Cascio, PhD

Booknews
Organizational diagnosis produces the road maps that guide and direct organizational change interventions. To generate better understanding and appreciation of the diagnostic process, this volume illustrates methods and models used by prominent behavioral science practitioners; demonstrates the breadth and complexity of the process, initiated from individual, group, and organizational levels; and explores a more integrated approach to diagnosis suited to an era of sweeping organizational change. Annotation c. Book News, Inc., Portland, OR (booknews.com)
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Product Details

  • ISBN-13: 9780898624809
  • Publisher: Guilford Publications, Inc.
  • Publication date: 4/8/1994
  • Series: Professional Practice Series
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 320
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.88 (d)

Meet the Author


Ann Howard, Ph.D., is president of the Leadership Research Institute. Before cofounding the institute in 1987, she was for 12 years associate director and then director of two longitudinal studies of the lives and careers of managers at AT&T. Her prior experience includes nine years with a management consulting firm and six years in human resources functions in financial organizations. In addition to numerous journal articles and book chapters, she is the senior editor (with Douglas W. Bray) of the award-winning book Managerial Lives in Transition: Advancing Age and Changing Times. She is a recent president (1988-1989) and a fellow of the Society for Industrial and Organizational Psychology and a past editor of The Industrial-Organizational Psychologist.
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Table of Contents


Contents
Introduction
1. Diagnostic Perspectives in an Era of Organizational Change, Ann Howard
I. The Practitioner as Diagnostic Instrument, Harry Levinson
2. Diagnostic Models for Organization Development, W. Warner Burke
4. Diagnosis for Organization Design, Elise Walton and David A. Nadler
II. Perspectives on Human Talent
5. Addressing Future Staffing Needs, James W. Walker and Thomas P. Bechet
6. Training Needs Assessment: The Broadening Focus of a Simple Concept, Ronald E. Zemke
7. Personnel-Centered Organizational Diagnosis, Douglas W. Bray
III. Perspectives on the High-Involvement Workplace
8. Diagnosing Organization Cultures for Realignment, Robert W. Rogers and William C. Byhan
9. Effective Reward Systems: Strategy, Diagnosis, and Design, Edward E. Lawler III
10. Diagnostic Issues for Work Teams, Kimball Fisher
Conclusion
11. Toward Integrated Organizational Diagnosis, Ann Howard and Associates
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