Market-leading text Organization Development and Change provides students with an excellent grounding in the theoretical underpinnings of the subject as well as describing, in practical terms, how behavioural science can be used to develop organizational strategies, structures and processes. It will enrich students' understanding and study of organization development, change management and human resources management. This is the first time the textbook has been adapted for Europe, South Africa and the Middle East. Therefore, all the core elements which have contributed to this popular textbook's success are complemented by the inclusion of recent and relevant developments in the field pertinent to these regions, enabling students to fully relate to the topics discussed. This title is available with MindTap, a flexible online learning solution which features an interactive eReader, a wide range of assignments and quizzes as well as scenario-based questions and cases to further entrench key concepts, boost confidence, develop critical thinking skills and prepare students for the workplace, alongside analytics to help you track their progress.
Organization Development and Change
Description
Table of Contents
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
Author Description
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 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 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 Mona, 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.