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Handbook for Strategic HR: Best Practices in Organization Development from the OD Network

Overview

Human Resource Management is changing. Moving beyond basic transactional functions, your role as an HR professional has now evolved to include working with executives and managers to set priorities and guide change for your organization. Drawing upon the research and practice of seasoned Organization Development professionals, the Handbook for Strategic HR collects articles found in the esteemed journal OD Practitioner to give you an overview of the core knowledge and skills you...

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Handbook for Strategic HR: Best Practices in Organization Development from the OD Network

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Overview

Human Resource Management is changing. Moving beyond basic transactional functions, your role as an HR professional has now evolved to include working with executives and managers to set priorities and guide change for your organization. Drawing upon the research and practice of seasoned Organization Development professionals, the Handbook for Strategic HR collects articles found in the esteemed journal OD Practitioner to give you an overview of the core knowledge and skills you need to play a trusted advisory role in your organization.

A compendium of the best thinking on the subject, the Handbook for Strategic HR supplies methods that will help you see the big picture, think systemically, and strategically identify where best to foster change in your organization. In addition, you will read about how to team up with consultants and senior level staff in leading change projects, put employee engagement to practical use in the impor­tant work your organization is doing, learn how to operate effectively in cross-cultural and virtual working situations, and much more.

This essential resource supplies you with powerful and necessary insight into the four major competency areas needed to partner with other leaders in your organization:

Understanding the Business

The new breed of HR professional must be truly knowledgeable about the business of his or her organization: what it does; its products or services; customers; markets; competitors; how it works, its business model, performance and financial drivers; its mission, direction, and strategy; history, culture, and environment; and global influences. As an HR Business Partner, you must understand how your business makes and spends its money in order to contribute effectively to its organizational sustainability and bottom line.

Strategic Human Resources

The book shows you how to move beyond oper­ational tasks—such as administering benefits and updating employee records—to the deeper strategic aspects of your role: e.g., designing and implementing a total rewards compensation approach to support the behaviors that will meet the needs of customers and anticipating the talent needs created by new strategies.

Foundational Organization Development

Creating an environment in which employees can operate at their fullest potential requires understanding your organization as a system from individual, team, and organizational perspectives. The book gives you a firm introduction to organization design and strategy development; the processes of whole systems change; leadership development; team development; organization diagnostics and assessment; coaching; facilitation; organization culture change; and the use of applied behavioral sciences to improve the effectiveness of human system dynamics.

Partnership

Becoming a partner with senior leadership and management involves developing collaborative relationships; understanding interpersonal relations, personality characteristics, and styles; and having empathy. As an HR Business Partner, you must go beyond discussions at the task level to build relationships on a personal level. This book enables you to move from an “internal customer” mindset to a “strategic business partner” mindset.

Featuring 78 chapters containing creative approaches, practical tips, and proven methods that will help you add value to your company, the Handbook for Strategic HR is the gold standard resource on the important topic of organization development.

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Product Details

  • ISBN-13: 9780814432495
  • Publisher: AMACOM
  • Publication date: 11/28/2012
  • Pages: 464
  • Sales rank: 578,001
  • Product dimensions: 7.10 (w) x 10.00 (h) x 2.00 (d)

Meet the Author

OD PRACTITIONER is the quarterly journal of the Organization Development Network, an international association whose members are committed to practicing organization development as an applied behavioral science.

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Read an Excerpt

What You Will Find in This Resource

Before beginning to compile this resource, we had conversations with many HR profes-sionals and both internal and external OD consultants. Based upon what they identified as important to their roles, we gathered key articles from the OD Practitioner written by seasoned OD practitioners that can provide the HR Business Partner with essential principles, creative approaches, practical tips, and proven methods to be a successful partner in crafting strategy, determining priorities, and helping shape an organization’s future. HR professionals can use this resource to deepen their knowledge and skills in how to:

• Partner with senior level staff and internal or external consultants in leading a change initiative

• Think systemically and strategically identify where best to foster change in the organi-zation

• Effectively use one’s self as an instrument of change

• Put employee engagement to practical use and engage “minds, hearts, and hands” in the important work of the organization

• Operate effectively in the global market, cross-cultural situations, and virtual working arrangements

The resource is divided into six sections:

• Consulting and Partnership Skills

• Use of Self as an Instrument of Change

• Thinking Systemically and Strategically

• Employee Engagement

• Change Management

• Globalization, Cross-cultural Interaction, and Virtual Working Arrangements

Consulting and Partnership Skills

The role of the HR Business Partner is challenging and interesting with often conflicting accountabilities and allegiances to staff, management, clients, corporate headquarters, HR leadership, and consultants.

As the role has shifted from personnel administration to business advisor, it has also become more complex, with multiple demands coming from multiple entry points in the system.

The articles from the OD Practitioner in this section help explain the importance of a consultative mindset and approach, the challenges of being an internal consultant, and the steps to know in partnering with other business leaders, internal or external consultants in a change or innovation project.

Excerpted from the Handbook for Strategic HR. Copyright © 2013. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.

All rights reserved. http://www.amacombooks.org.

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Table of Contents

CONTENTS

The Editors ix

SECTION 1 The Changing World of Human Resources

• Introduction 3

David Jamieson and John Vogelsang

1. The Role of Organization Development in the Human Resource Function 9

Edgar H. Schein

2. Organization Development and Human Resources Management 17

Dave Hanna

SECTION 2 Consulting and Partnership Skills

Introduction 27

Matt Minahan, David Jamieson, and Judy Vogel

Facilitation and the Consulting Process

3. Facilitation 101 35

Matt Minahan, Judy Vogel, Leon E. Butler, and Heather Butler Taylor

4. Action Research: The Anchor of OD Practice 46

Jeremy S. Lurey and Matt Griffin

5. The Organization Development Contract 53

Marvin Weisbord

6. The Seven Deadly Sins of OD Consulting:

Pitfalls to Avoid in the Consulting Practice 61

Connie A. Freeman

The Core Skills Needed in Consulting on Process Issues

7. Notes Towards a Better Understanding of Process: An Essay 66

Edgar H. Schein

8. The Consultant as Process Leader 71

Jane Moosbruker

The Client-Consultant Relationship

9. Working with the Client-Consultant Relationship: Why Every Step Is

an “Intervention” 76

Naomi Raab

10. Who Owns the OD Effort? 82

Harold Mack

11. Unraveling the “Who’s Responsible?” Riddle 86

Arthur M. Freedman

The Consultant as Person

12. Rules of Thumb for Change Agents 88

Herbert Allen Shepard

13. If I Knew Then . . . : An Essay 94

Geoff Bellman

14. Who Is the Client Here?: On Becoming An OD Consultant 100

Robert Goldberg

Partnerships Among the HR Business Partner, Leadership, Staff, and an

Internal or External OD Consultant

15. An Inner Blueprint for Successful Partnership Development:

Putting a Relationship to Work 102

Peter F. Norlin and Judy Vogel

16. Reflections on a Cross-Cultural Partnership in Multicultural Organizational

Development Efforts 110

Maria C. Ramos and Mark A. Chesler

SECTION 3 Use of Self as an Instrument of Change

Introduction 121

John Vogelsang and Matt Minahan

Use of Self: Our Instrument of Change

17. Managing Use of Self for Masterful Professional Practice 127

David Jamieson, Matthew Auron, and David Shechtman

18. Personal and Organizational Authority: Bringing the Self into a System

of Work Relationships 137

Lawrence J. Gould

The Mental Realities We Build

19. Diversity, Inclusion, and the Ladder of Inference 147

Neil D. Samuels

20. Mindfulness and Experiential Learning 152

BaubackYeganeh and David Kolb

21. Generative Conversations: How to Use Deep Listening and Transforming Talk

in Coaching and Consulting 161

Robert J. Marshak

22. Diversity and Social Justice: Practices for OD Practitioners 168

Michael Brazzel

23. Racism in the Workplace: OD Practitioners’ Role in Change 177

Judith H. Katz and Karon R. Moore

24. Quadrant Behavior Theory: Edging the Center the Potential for Change

and Inclusion 182

Cathy Royal

Ethical Leadership

25. Ethical Leadership and OD Practice 191

Wendell Nekoranec

Covert Processes

26. Diagnosing Covert Processes in Groups and Organizations 198

Robert J. Marshak and Judith H. Katz

SECTION 4 Thinking Systemically and Strategically

Introduction 209

John Vogelsang and Matt Minahan

Systems Thinking: The Connectedness of Everything

27. General Systems Theory: What is it? Is There an Application Example

for OD? 218

William Becker

28. Gestalt OSD and Systems Theory: A Perspective on Levels of System

and Intervention Choices 226

Veronica Hopper Carter

29. Towards a Behavioral Description of High-Performing Systems 234

Peter Vaill

An Evolving Understanding of Systems Thinking

30. Chaos and Complexity: What Can Science Teach? 241

Margaret Wheatley

31. The Postmodern Turn in OD 250

Gervase Bushe and Robert J. Marshak

Designing Organizations

Culture

32. Corporate Culture 253

Edgar H. Schein

33. Trauma and Healing in Organizations 259

Pat Vivian and Shana Hormann

34. Diversity and Inclusion as a Major Culture Change Intervention 267

Judith H. Katz and Frederick A. Miller

Organic/Open Systems Models

35. Organizational Circulatory Systems: An Inquiry 275

Art Kleiner

36. Organic Organizational (Org2) Design 281

Gina Hinrichs

37. Participative Design: An Overview 294

Greg Vaughan

Complex Adaptive and Dialogic Approaches

38. Creating the Complex Adaptive Organization: A Primer on Complex

Adaptive Systems 302

Dudley Tower

39. Incorporating Social Network Analysis into Traditional OD Interventions:

A Case Study 310

Stephen K. Garcia and Edward Shin

40. Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy

of Practice for Turbulent Times 320

David S. Bright and Mary T. Miller

41. Creating Change by Changing the Conversation 330

Robert J. Marshak and David Grant

SECTION 5 Employee Engagement

• Introduction 341

Maya Townsend and Annie Viets

Working Out: Building Strength Through Employee Engagement

42. A Brief and Provocative History of Participation 345

Edgar H. Schein

43. Employee Engagement and OD Strategies 349

Debra Orr and Hona Mathews

44. The Identity Effect: How Identity-Based Management Drives Employee

Engagement and Business Performance 357

Larry Ackerman

45. Will Employee Engagement Be Hijacked or Reengineered? 368

Paul M. Mastrangelo

One Plus One Equals Four Star Performance: Engaging in Collaboration

46. The Power of Interactive Collaborative Designs 375

Jean-Pierre Beaulieu, Emile J. Carrière, and Christopher Schoch

47. Creating a Culture of Collaboration in a City Government 381

Nancy L. Southern

Lights, Camera, Action: Close-Ups of Engagement

48. Employee-Led Organizational Change: Theory and Practice 389

Victor Woodell and Sanyani Edwards

49. The Politics of Implementation: The Importance of Building Consensus

Around Employee Performance Management 396

Victor Woodell

50. Interest-Based Problem Solving: Foundation of a Labor and Management

Partnership 402

Jeffrey Jackson and Adrienne Eaton

SECTION 6 Change Management

• Introduction 411

Maya Townsend

Change by Any Other Name: Kinds of Change

51. Awake at the Wheel: Moving beyond Change Management to

Conscious Leadership 418

Linda Ackerman Anderson and Dean Anderson

52. The Tao of Change Redux 427

Robert J. Marshak

53. Improving Change Implementation: Practical Adaptations of Kotter’s Model 438

Nicole Stragalas

What Now? Understanding Change from the Change Recipient’s Viewpoint

54. Change from the Employees’ Perspective: The Neglected Viewpoint 448

Michael H. Vinitsky and Adam S. Kling

55. Resistance in Organizations: How to Recognize, Understand, and

Respond to It 455

Barry Dym

56. Appreciative Inquiry: Debunking the Mythology Behind Resistance to Change 466

Thomas C. Head

57. Utilizing States of Organizational Readiness 473

Barry Dym and Harry Hutson

58. Developing Organization Change Champions: A High Payoff Investment! 483

Don Warrick

How to Make Them Sit Up and Take Notice: The Successful Change Agent

59. The Role of Leadership in the Management of Organizational Transformation

and Learning 491

Edgar H. Schein

60. Change Mastery, Simplified 499

Chris Hoffman

61. Backcasting: A Systematic Method for Creating a Picture of the Future and

How to Get There 507

Larry Hirschhorn

62. Using Action Learning for Organization Development and Change 518

Arthur M. Freedman

63. Strategic Change Consulting: How to Leverage Your Work at the

Enterprise Level 528

Linda Ackerman Anderson and Dean Anderson

Special Topics

64. The Executive Perspective on Mergers and Acquisitions 535

Robert C. Barnett

65. An Appreciative Inquiry Into the Factors of Culture Continuity During

Leadership Transition: A Case Study of LeadShare, Canada 543

Mary Ann Rainey

SECTION 7 Globalization, Cross-Cultural Interaction, and Virtual Working Arrangements

Introduction 553

Annie Viets and Cathy Royal

Creating Global Glue and Alignment

66. Global Glue and the Case Study of Fonterra 558

Annie Viets

67. Organizational Development’s Role When Going Global 563

Therese F. Yaeger and Peter F. Sorensen

68. Implementing a Global Corporate Strategy: The Role of Organization

Development 569

Therese F. Yaeger and Peter F. Sorensen

69. Socio-Economic Approach to Management: A Successful Systemic

Approach to Organizational Change 575

John Conbrere and Alla Heorhiadi

70. Business as an Agent of World Benefit: A Worldwide Action Research

Project Using Appreciative Inquiry 582

David L. Cooperrider, Nadya Zhexembayeva, Amanda Trosten-Bloom,

and Diana Whitney

Leadership

71. Leadership Connectivity: Building Global Partnerships 590

Maya Hu-Chan

72. Global Leadership: A Virgin Landscape for OD Practitioners in the Vanguard 597

Patricia Shafer

Consultant Role

73. The Core Value of OD Revisited: A Compass for Global and International

Organizational Development 605

Therese F. Yaeger

74. OD: Dancing in the Global Context 612

Anne H. Litwin

Community and Sustainability

75. Organization as Community: What We have to Learn from the Maasai

about OD 619

John J. Scherer, with Kakuta Ole Ole Maimai Hamisi

76. Creating High Impact Organizations in the SADC: Adapting OD Methods

and Practices 624

Mambo G. Mupepi, Ram V. Tenkasi, Peter F. Sorensen, and Sylvia C. Mupepi

Communication in Global Enterprises

77. Addressing the Global Virtual Competency Gap 632

Steve Gens and Deb Torchia

78. OD 2.0: Shifting from Disruptive to Innovative Technology 635

Kathleen Iverson and George Vukotich

About the Contributors 643

Index 653

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