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Cengage Learning
Organization Development and Change / Edition 10

Organization Development and Change / Edition 10

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Product Details

ISBN-13: 9781133190455
Publisher: Cengage Learning
Publication date: 01/01/2014
Edition description: New Edition
Pages: 832
Sales rank: 500,970
Product dimensions: 8.30(w) x 10.10(h) x 1.40(d)

About the Author

Thomas G. Cummings, Professor of Management and Organization, Marshall School of Business, University of Southern California. He received his B.S. and MBA from Cornell University, and his Ph.D. from the University of California at Los Angeles. He has authored over 70 articles and 22 books and was formerly President of the Western Academy of Management, Chair of the Organization Development and Change Division of the Academy of Management, and Founding Editor of the Journal of Management Inquiry. Dr. Cummings was the 61st President of the Academy of Management, the largest professional association of management scholars in the world with a total membership of over 20,000. He is listed in American Men and Women of Science and Who's Who in America. 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, Professor of Strategy and Entrepreneurship at the NEOMA Business School. He is also the founding strategy director for the school's Center for Leadership and Effective Organizations. Chris serves as a senior research scientist at the Center for Effective Organizations (USC's Marshall School of Business) and teaches in Pepperdine's Master of Science in Organization Development (MSOD) program. He received his 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 The Agility Factor, Becoming Agile, Management Reset and Built to Change. 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 wife, Debbie, have been living in Chigny-les-Roses, France since 2015.

Table of Contents

Preface. 1. General Introduction to Organization Development. PART ONE: OVERVIEW OF ORGANIZATION DEVELOPMENT. 2. The Nature of Planned Change. 3. The Organization Development Practitioner. PART TWO: THE PROCESS OF ORGANIZATION DEVELOPMENT. 4. Entering and Contracting. 5. Diagnosing Organizations. 6. Diagnosing Groups and Jobs. 7. Collecting and Analyzing Diagnostic Information. 8. Feeding Back Diagnostic Information. 9. Designing Interventions. 10. Leading and Managing Change. 11. Evaluating and Institutionalizing Organization Development Interventions. PART THREE: HUMAN PROCESS INTERVENTIONS. 12. Interpersonal and Group Process Approaches. 13. Organization Process Approaches. PART FOUR: TECHNOSTRUCTURAL INTERVENTIONS. 14. Restructuring Organizations. 15. Employee Involvement. 16. Work Design. PART FIVE: HUMAN RESOURCES MANAGEMENT INTERVENTIONS. 17. Performance Management. 18. Developing and Assisting Members. PART SIX: STRATEGIC INTERVENTIONS. 19. Organization and Environment Relationships. 20. Organization Transformation. PART SEVEN: SPECIAL APPLICATIONS OF ORGANIZATION DEVELOPMENT. 21. Organization Development in Global Settings. 22. Organization Development in Health Care, School Systems, and the Public Sector. 23. Future Directions in Organization Development.

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