Practicing organization development : leading transformation and change / William J. Rothwell, Jackie Stavros, Roland Sullivan, editors ; contributors, Billie Alban [and forty-seven others].

Format:

Book

Contributor:

Rothwell, William J., 1951- editor.

Stavros, Jacqueline M., editor.

Sullivan, Roland, editor.

Alban, Billie, contributor.

Series:

J-B O-D (Organizational Development)

Language:

English

Subjects (All):

Organizational change--Management.

Organizational change.

Business consultant--Handbooks, manuals, etc.

Business consultant.

Physical Description:

1 online resource (478 p.)

Edition:

Fourth edition.

Place of Publication:

Hoboken, New Jersey : Wiley, 2016.

Language Note:

English

Summary:

Get on the cutting edge of organization development Practicing Organization Development: Leading Transformation and Change, Fourth Edition is your newly revised guide to successful organization development. This edition has been updated to explore the cutting edge of change management, leadership development, organizational transformation, and society benefit. These concepts are explored through emerging and increasingly accepted strengths-based approaches such as: appreciative inquiry, emotionally and socially intelligent leadership, positive organization development, and sustainable enterprises. This edition offers both theoretical concepts and guides to practical applications, providing you with the knowledge, techniques, and tools to put organizational development to effective use in the workplace. Organization development is an evolving field focused on understanding and positively impacting the human system processes of groups, teams, organizations, and individual leaders. Thorough organization development results in increased effectiveness, improved health, and overall success. This book shows how to attain positive change by: identifying contemporary themes in organization development, executing organization development approaches, as well as elevating and extending research agenda. This book also illustrates how to influence organizational stakeholders, and how to use this influence to enact key organization development practices. This new edition is enhanced by: * Updated chapter-by-chapter lesson plans, sample syllabi, and workshop agendas * Revised sample exercises, a test bank, and additional case studies * Expanded online appendices that cover regional organization development concepts from around the globe, as well as overviews of additional special issues Organization development is quickly becoming an important aspect of MBA curricula. Practicing Organization Development: Leading Transformation and Change, Fourth Edition gives graduate and doctorate program participants a comprehensive overview of organization development, the resources to learn the field, and the tools to apply their knowledge.

Contents:

Title Page; Copyright; Table of Contents; Dedication; List of Figures, Tables, and Exhibits; Acknowledgments; Foreword; Organization Development: Transforming the Whole Organization to Thrive, Perform, Achieve Goals, and Grow Sustainably; Introduction: Getting the Most from This Book; The Audience for the Book; The Purpose and Objectives of the Book; References; Part One: Foundations; Chapter One: Organization Development, Transformation, and Change; What Are Organization Development, Transformation, and Change?; Why Care About OD and Change?

What Special Terms Are Used in Organization Development?What Is Systems Thinking and Why Is It Important?; What Are the Philosophical Foundations of Organization Development, and Why Are They Important?; Summary; Resources; References; Chapter Two: The Origins of Organization Development; Kurt Lewin-The Grandfather of Organization Development (1939); Wilfred Bion-The Tavistock Method; Douglas McGregor-Theory X and Theory Y; What Is Different about Organization Development?; Who Named Organization Development?; The Origins of Organization Development Timeline; Summary; Resources; References

Chapter Three: Change Process and ModelsAn Overview of Key Models for Organizational Change; The Evolving View of the Action Research Model; New Action Research Change Model: Perpetual and Instantaneous Positive Change; Organization Development Effectiveness Model; Summary; Resources; References; Chapter Four: Organization Development and Transformation: What It Takes; How Organization Transformation Emerged; Three Types of Change; Requirements for Transformation to Succeed; Implications for the Organization Development Practitioner; Summary; Resource; Articles; References

Chapter Five: Transformational Leadership DevelopmentUnderstanding Transformational Leadership; Transformational Leadership Development-Two Components; Transformation in a Dynamic Environment; Creating Self-Awareness; Know Thyself; The Self-Assessment Process; Summary; Resources; References; Chapter Six: Appreciative Inquiry: Organization Development and the Strengths Revolution; Defining Appreciative Inquiry; Brief History of Appreciative Inquiry; Appreciative Inquiry Principles; The Appreciative Inquiry 5-D Cycle; Appreciative Inquiry and the Organization Development Strengths Revolution

SummaryResources; References; Chapter Seven: Competencies for Success; Competencies as Competitive Advantage; Developing a Competency Framework; Professionalization: Case Examples; Current State of Competencies for the Field of Organization Development; Summary; Resources; References; Part Two: Organization Development Process to Guide Transformation and Change; Chapter Eight: Entry: Marketing and Positioning Organization Development; Determining Your Value Proposition; Identifying and Reaching the Economic Buyer; Establishing the Routes to the Economic Buyer

Establishing Conceptual Agreement

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

9781118947715

1118947711

9781119176626

111917662X

9781118947722

111894772X

OCLC:

936865113