Organization Development and Change (with InfoTrac College Edition Printed Access Card) / Edition 9

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Overview

Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 9th Edition blends theory, concepts and applications in a comprehensive and clear presentation. The authors work from a strong theoretical foothold and apply behavioral science knowledge to the development of organizational structures, strategies, and processes.

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Product Details

  • ISBN-13: 9780324421385
  • Publisher: Cengage Learning
  • Publication date: 7/11/2008
  • Edition description: Older Edition
  • Edition number: 9
  • Pages: 772
  • Sales rank: 198,305
  • Product dimensions: 7.90 (w) x 10.10 (h) x 1.40 (d)

Meet the Author

Thomas G. Cummings, professor, chair of the Department of Management and Organization, and executive director of the Leadership Institute, received his B.S. and MBA from Cornell University, and his Ph.D. in socio-technical systems from the University of California at Los Angeles. He was previously on the faculty at Case-Western Reserve University. He has authored 13 books, written over 40 scholarly articles, and given numerous invited papers at national and international conferences. He is associate editor of the JOURNAL OF ORGANIZATIONAL BEHAVIOR, and former editor-in-chief of the JOURNAL OF MANAGEMENT INQUIRY, chairman of the Organizational Development and Change division of the Academy of Management, and president of the Western Academy of Management. His major research and consulting interests include designing high-performing organizations and strategic change management. He has conducted several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia.

Christopher G. Worley is a Senior Research Scientist at the Center for Effective Organizations (USC's Marshall School of Business) and professor of management in Pepperdine University's Master of Science in Organization (MSOD) program. He received B.S. from Westminster College, master's degrees from Colorado State University and Pepperdine University, and his doctorate from the University of Southern California. He served as Chair of the Organization Development and Change Division of the Academy of Management, received the Luckman Teaching Fellowship at Pepperdine University, and the Douglas McGregor Award for best paper in the Journal of Applied Behavioral Science. His most recent books are Management Reset and Built to Change, and he is completing a book on organization agility. His articles on agility and strategic organization design have appeared in the JOURNAL OF APPLIED BEHAVIORAL SCIENCE, JOURNAL OF ORGANIZATION BEHAVIOR, SLOAN MANAGEMENT REVIEW, STRATEGY+BUSINESS, and ORGANIZATIONAL DYNAMICS. He and his family live in San Juan Capistrano, CA.

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Table of Contents

1. General Introduction to Organization Development. Part I: OVERVIEW OF OD. 2. The Nature of Planned Change. 3. The Organization Development Practitioner. Part II: THE PROCESS OF ORGANIZATION DEVELOPMENT. 4. Entering and Contracting. 5. Diagnosing Organizations. 6. Diagnosing Groups and Individuals. 7. Collecting and Analyzing Diagnostic Information. 8. Feeding Back Diagnostic Information. 9. Designing Interventions. 10. Managing Change. 11. Evaluating and Institutionalizing Interventions. Cases: Kenworth Motors. Peppercorn Dining. Sunflower Incorporated. Initiating Change in the Manufacturing and Distribution Division of PolyProd. Evaluating the Change Agent Program at Siemens Nixdorf (A). Part III: HUMAN PROCESS INTERVENTIONS. 12. Interpersonal and Group Process Approaches. 13. Organization Process Approaches. Cases: Lincoln Hospital. Ben and Jerry's. Part IV: TECHNO-STRUCTURAL INTERVENTIONS. 14. Restructuring Organizations. 15. Employee Involvement. 16. Work Design. Cases: City of Carlsbad (A). C&S Wholesale Grocers. Part V: HUMAN RESOURCE INTERVENTIONS. 17. Performance Management. 18. Developing Talent. 19. Managing Workforce Diversity and Wellness. Cases: Employee Benefits at HealthCo Sharpe BMW. Part VI: Strategic Change Interventions. 20. Transformational Change. 21. Continuous Change. 22. Transorganization Change. Cases: Fourwinds Marina Leading Strategic Change at DaVita. Part VII: SPECIAL APPLICATIONS OF ORGANIZATION DEVELOPMENT. 23. Organization Development in Global Settings. 24. Organization Development in Health Care, Family Businesses, School Systems, and the Public Sector. 25. The Future of Organization Development. Integrative Cases: B.R. Richardson Timber Products. Black & Decker International.

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Customer Reviews

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  • Anonymous

    Posted June 24, 2003

    Too academic!

    This book is much too academic. Read either Kotter, Beitler, Collins, or Schein.

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    Posted December 1, 2013

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