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SAGE Publications
Organization Development: The Process of Leading Organizational Change / Edition 4

Organization Development: The Process of Leading Organizational Change / Edition 4

by Donald L. Anderson


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Product Details

ISBN-13: 9781506316574
Publisher: SAGE Publications
Publication date: 11/28/2016
Edition description: Fourth Edition
Pages: 512
Sales rank: 170,250
Product dimensions: 6.90(w) x 9.90(h) x 0.80(d)

About the Author

Donald L. Anderson, Ph D, University of Colorado, teaches organization development and organization design at the University of Denver. He is the author of the text Organization Development (4th ed., Sage Publications, 2017) and editor of Cases and Exercises in Organization Development & Change (2nd ed., Sage Publications, 2017). He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson’s research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. Dr. Anderson is a member of the Academy of Management and serves on the editorial board of the journal Management Communication Quarterly as well as SAGE’s Business and Management Advisory Board.

Table of Contents

Preface ix

1 What Is Organization Development? 1

Organization Development Defined 2

Change Is a Constant Pressure 3

What Organization Development Looks Like 4

What Organization Development Is Not 8

Who This Book Is For 10

Overview of the Book 10

Analyzing Case Studies 12

Summary 14

2 History of Organization Development 15

Laboratory Training and T-Groups 16

Action Research and Survey Feedback 18

Management Practices 21

Quality and Employee Involvement 24

Organizational Culture 26

Change Management, Strategic Change, and Reengineering 28

Organizational Learning 29

Organizational Effectiveness and Employee Engagement 31

Summary 32

3 Core Values and Ethics of Organization Development 35

Defining Values 36

Why Are Values Important to the OD Practitioner? 36

Core Values of Organization Development 37

Changes to OD Values Over Time and the Values Debate 43

Challenges to Holding Organization Development Values 45

Statement of Organization Development Ethics 46

Summary 46

Appendix 48

Case Study 1 Analyzing Opportunities for Organization Development Work at Northern County Legal Services 55

4 Foundations of Organizational Change 59

Levels and Characteristics of Organizational Change 61

Models of Organizational Change: Systems Theory and Social Construction Approaches 62

Organizations as Systems 62

Organizations as Socially Constructed 74

Summary 81

5 The Organization Development Practitioner and the Consulting Process 83

The Consulting Relationship and Types of Consulting 84

The Organization Development Consulting Model 86

OD Practitioners: Who Are They and Where Do They Work? 88

The Organization DevelopmentConsulting Profession 91

The OD Consulting Process and Action Research 93

Summary 98

6 Entry and Contracting 101

Entry 102

Contracting 105

Summary 116

7 Data Gathering 117

The Importance of Data Gathering 118

Presenting Problems and Underlying Problems 119

Data Gathering Process 120

Data Gathering Methods 120

Creating a Data Gathering Strategy and Proposing an Approach 137

Ethical Issues With Data Gathering 141

Summary 141

Case Study 2 Proposing a Data Gathering Strategy at Aero Tech, Inc. 143

8 Diagnosis and Feedback 149

Diagnosis: Discovery, Assessment, Analysis, and Interpretation 150

Finding Patterns by Analyzing Data 152

Interpreting Data 158

Selecting and Prioritizing Themes 159

Feedback 161

Recognizing Resistance 163

Ethical Issues With Diagnosis and Giving Feedback 166

Summary 167

Case Study 3 Sorting Through the Data From Logan Elementary School 169

9 An Introduction to Interventions 173

Interventions Defined 175

Why Interventions Fail 176

Considerations in Selecting the Right Intervention Strategy 180

Structuring and Planning Interventions for Success 185

The Change Agent's Role in the Intervention 188

Ethical Issues With Interventions 189

Overview of Intervention Techniques 190

Summary 190

10 Individual Interventions 193

Individual Change and Reactions to Change 194

Individual Instruments and Assessments 196

Coaching 200

Mentoring 203

360 Feedback 204

Career Planning and Development 206

Summary 210

Case Study 4 Reorganizing Human Resources at ASP Software 211

11 Team Interventions 217

Defining Teams 218

What Makes a Successful Team? 219

Special Types of Teams 220

Team Development 224

Team-Building Interventions 224

Intergroup Interventions 243

Summary 248

Case Study 5 Solving Team Challenges at DocSystems Billing, Inc. 250

12 Whole Organization and Multiple Organization Interventions 259

Characteristics of Contemporary Large-Scale Interventions 261

Organizational Culture Assessment and Change 262

Organization Design and Structure 265

Directional Interventions 275

Quality and Productivity Interventions 285

Mergers and Acquisitions 289

Transorganization or Interorganization Development 293

Summary 295

Case Study 6 The Future of the Crossroads Center 298

13 Sustaining Change, Evaluating, and Ending an Engagement 303

Sustaining Change After the Intervention 304

Evaluation 309

Ending an Engagement: Separation and Exit 315

Summary 317

14 The Future of Organization Development 319

Increasing Complexity of Change 319

Globalization 321

Changing Workforce Demographics 324

Changing Nature of Work 326

The Current State of OD: Strengths, Weaknesses, and Opportunities 329

Summary 332

References 333

Index 355

About the Author 369

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