Organization Development & Change,
2nd Edition

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: Diversity, equity, inclusion, belonging (DEIB) 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

• 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.

• 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.

• 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.

• Key new coverage to keep on top of new developments on topics such as hybrid OD; the virtualisation of OD consulting; the internal practitioner; World Café technique for large group interventions; digital talent marketplaces; issues faced by DEIB; power and politics in OD.

• New application cases added to ensure timely and relevant real world examples for students to learn from, including Centigo in Stockholm; Management development; a disability initiative in Portugal; and knowledge management through technology in Squarespace.

• Revised and updated end of chapter questions enable students to practice what they have learned, including on the bossless management approach, hybrid working and DEIB programmes.

• Learning Objectives open each chapter with succinct direction for students to learn and understand as they read the chapter.

• Applications (short cases) illustrate different organization development interventions or processes used in practice, to give students a clear demonstration of the learning points.

• Cases at the end of each part of the text allow a more in-depth discussion of organization development processes providing learners with real-world examples.

• A strong cross-cultural and global orientation is applied throughout the text enabling students to understand how interventions can be affected by cultural context, supported with real world examples based on a diverse range of organizations.

• An end of chapter discussion question based on the learning objectives will assist lecturers with developing classroom exercises that help students revise their knowledge and make the content more applicable.

• MindTap which is also available for this text, provides students with an online learning solution encompassing many different content types from which to learn and revise, including video cases, self-evaluation questions and case studies.

• The fully updated companion website features an instructor’s manual, PowerPoint slides, case teaching notes, additional case studies and a test bank.

Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

CWS LECTURER & STUDENT ORGANIZ ATION DEVELOPMENT & CHANGE 2E
9781473796478