Chapter 1: General introduction to organization development
PART 1 Overview of organization development
Chapter 2: The nature of planned change
Chapter 3: The organization development practitioner
PART 2 The process of organization development
Chapter 4: Entering and contracting
Chapter 5: Diagnosing
Chapter 6: Collecting, analyzing and feeding back diagnostic information
Chapter 7: Designing interventions
Chapter 8: Managing change
Chapter 9: Evaluating and institutionalizing organization development interventions
PART 3 Human process interventions
Chapter 10: Interpersonal and group process approaches
Chapter 11: Organization process approaches
PART 4 Technostructural interventions
Chapter 12: Restructuring organizations
Chapter 13: Employee involvement
Chapter 14: Work design
PART 5 Human resource interventions
Chapter 15: Performance management
Chapter 16: Talent management
Chapter 17: Workforce diversity and wellness
PART 6 Strategic change interventions
Chapter 18: Transformational change
Chapter 19: Continuous change
Chapter 20: Transorganizational change
PART 7 Special applications of organization development
Chapter 21: Organization development for economic, ecological, social and health outcomes
Chapter 22: Future directions in organization development
Glossary
Name index
Subject index
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Thomas G. Cummings
Thomas G. Cummings is Professor of Management and Organization at 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. He was the 61st President of the Academy of Management, the world’s largest professional association of management scholars and 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.
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Christopher G. Worley
Christopher G. Worley is Professor of Strategy and Entrepreneurship at the NEOMA Business School, France. He is also the founding strategy director for the school’s Centre for Leadership and Effective Organisations. 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) programme. 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 organisation design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, Strategy+Business, and Organizational Dynamics.
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Paul Donovan
Paul Donovan is Senior Lecturer at the School of Business, Maynooth University, Ireland. Prior to this, he was Head of Management Development at the Irish Management Institute (IMI) in Dublin where he worked in senior management positions, including Registrar, for 17 years. Before joining IMI, he worked as a General Operations Manager for Bord na Móna, the Irish Peat Development Authority during its major transformation. While there, he participated in major change initiatives, including the introduction of self-managing teams in the production and transport functions. He has a Master’s Degree in Organisational Behaviour from Trinity College Dublin and graduated with a doctorate in human resources from Leicester University. He has considerable practitioner engagement experience and has delivered management development programmes in 15 countries over a period of 20 years. His research interests include the transfer of learning from training interventions back into the workplace, and effective teaching and learning in higher education. He has contributed articles to the Journal of Management Education, Management Teaching Review, and the Journal of European Industrial Training as well as several book chapters. He currently serves as Associate Editor with Management Teaching Review.
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This is the first edition adapted for Europe, South Africa and the Middle East providing you with local content so that students can fully relate to the topics discussed.
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Includes a recognition of the development of other approaches to organization development that have been gaining ground recently, such as Dialogical Organization Development, to bring learners fully up to date with the latest thinking in the field.
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New end-of-chapter review questions based on learning objectives will assist you with developing classroom exercises that help students revise their knowledge and make the content more applicable.
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New content on holacracy – the controversial new organizational form - as well as coverage of the new approach to careers, which adds a twist to the traditional career ladder approach.
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Additional diagnostic model on Transorganizational Systems to complement the original diagnostic models.
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A fully updated and adapted MindTap for Europe, South Africa and the Middle East featuring self-evaluation questions, case studies and a host of other assessment and learning tools.
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Learning Objectives: each chapter opens with succinct objectives for students to learn and understand as they read the chapter.
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Applications: each chapter includes several short applications or cases where different organization development interventions or processes have been used in practice, to give students a clear demonstration of the learning points.
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Cases: end-of-part case studies allow a more in-depth discussion of the organization development process providing learners with real-world examples.
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Global: a strong cross-cultural and global orientation is maintained throughout the text helping students to understand how interventions can be affected by cultural context, supported with applications and cases based on organizations from around the world.
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MindTap provides students with an online learning solution encompassing many different content types from which to learn and revise, including self-evaluation questions and case studies.
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The fully updated Companion Website features an Instructor’s Manual, PowerPoint slides, Case Teaching Notes and a Test Bank.
MindTap: Organization Development and Change 12 Months
9781473768390