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Organization Development
The Process of Leading Organizational Change

Fourth Edition
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November 2016 | 512 pages | SAGE Publications, Inc

Organization Development: The Process of Leading Organizational Change, Fourth Edition offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development techniques. Today's practitioners seek a solid foundation that is academically rigorous, but also relevant, timely, practical, and grounded in OD values and ethics. In this bestselling text, author Donald L. Anderson provides  students with the organization development tools they need to succeed in today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations.


 
Preface
Exercises and Activities  
Ancillaries  
 
Acknowledgments
 
1. What Is Organization Development?
Organization Development Defined  
Making the Case for Organization Development  
What Organization Development Looks Like  
What Organization Development Is Not  
Who This Book Is For  
Overview of the Book  
Analyzing Case Studies  
Summary  
 
2. History of Organization Development
Laboratory Training and T-Groups  
Action Research, Survey Feedback, and Sociotechnical Systems  
Management Practices  
Quality and Employee Involvement  
Organizational Culture  
Change Management, Strategic Change, and Reengineering  
Organizational Learning  
Organizational Effectiveness and Employee Engagement  
Summary  
 
3. Core Values and Ethics of Organization Development
Defining Values  
Why Are Values Important to the OD Practitioner?  
Core Values of Organization Development  
Changes to OD Values Over Time and the Values Debate  
Challenges to Holding Organization Development Values  
Statement of Organization Development Ethics  
Summary  
Appendix  
 
4. Foundations of Organizational Change
Levels and Characteristics of Organizational Change  
Models of Organizational Change: Systems Theory and Social Construction Approaches  
Organizations as Systems  
Organizations as Socially Constructed  
Summary  
 
5. The Organization Development Practitioner and the OD Process
The Consulting Relationship and Types of Consulting  
The Organization Development Consulting Model  
OD Practitioners: Who Are They and Where Do They Work?  
The Organization Development Consulting Profession  
The OD Consulting Process and Action Research  
A Dialogic Approach to OD  
Summary  
 
6. Entry and Contracting
Entry  
Contracting  
Summary  
 
7. Data Gathering
The Importance of Data Gathering  
Presenting Problems and Underlying Problems  
Data Gathering Process  
Data Gathering Methods  
Creating a Data Gathering Strategy and Proposing an Approach  
Ethical Issues With Data Gathering  
Summary  
 
8. Diagnosis and Feedback
Diagnosis: Discovery, Assessment, Analysis, and Interpretation  
Finding Patterns by Analyzing Data  
Interpreting Data  
Selecting and Prioritizing Themes  
Feedback  
Resistance  
Ethical Issues With Diagnosis and Giving Feedback  
Summary  
 
9. An Introduction to Interventions
Interventions Defined  
Why Interventions Fail  
Considerations in Selecting the Right Intervention Strategy  
Structuring and Planning Interventions for Success  
The Change Agent’s Role in the Intervention  
Ethical Issues With Interventions  
Overview of Intervention Techniques  
Summary  
 
10. Individual Interventions
Individual Change and Reactions to Change  
Individual Instruments and Assessments  
Coaching  
Mentoring  
360 Feedback  
Career Planning and Development  
Summary  
 
11. Team Interventions
Defining Teams  
What Makes a Successful Team?  
Special Types of Teams  
Team Development  
Team-Building Interventions  
Intergroup Interventions  
Summary  
 
12. Whole Organization and Multiple Organization Interventions (Part 1)
Characteristics of Contemporary Large-Scale Interventions  
Organizational Culture Assessment and Change  
Organization Design and Structure  
Directional Interventions  
Summary  
 
13. Whole Organization and Multiple Organization Interventions (Part 2)
Quality and Productivity Interventions  
Interventions in Mergers and Acquisitions  
Transorganization or Interorganization Development  
Dialogic OD Consultation and Interventions  
Summary  
 
14. Sustaining Change, Evaluating, and Ending an Engagement
Sustaining Change After the Intervention  
Evaluation  
Ending an Engagement: Separation and Exit  
Summary  
 
15. Global Issues in Organization Development
OD’s Challenges in a Global Environment  
Dimensions of Global Cultural Difference  
OD Values, Interventions, and Culture  
Case Examples and Research Findings  
Advice for the Global OD Practitioner  
Summary  
 
16. The Future of Organization Development
Increasing Complexity of Change  
Changing Workforce Demographics  
Changing Nature of Work  
The Current State of OD: Strengths, Weaknesses, and Opportunities  
Conclusion: The Future of OD  
Summary  
 
References
 
Author Index
 
Subject Index
 
About the Author

Supplements

Instructor Resource Site

Calling all instructors!

It’s easy to log on to SAGE’s password-protected Instructor Teaching Site at study.sagepub.com/andersonod4e for complete and protected access to all text-specific Instructor Resources.

Password-protected Instructor Resources include the following:

  • A Microsoft® Word® test bank is available containing multiple choice, true/false, short answer, and essay questions for each chapter. The test bank provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding.
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course.
  • Teaching notes for cases are designed for instructors to expand questions to students, or initiate class discussion
  • Sample course syllabi for semester and quarter courses provide suggested models for use when creating the syllabi for your courses.
  • Chapter-specific discussion questions help launch classroom interaction by prompting students to engage with the material and by reinforcing important content. 
  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. Combine cutting-edge academic journal scholarship with the topics in your course for a robust classroom experience.
  • Carefully selected, web-based video links and web articles feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.
  • Additional readings provide a jumping-off point for course assignments, papers, research, group work, and class discussion.

Student Study Site

Use the Student Study Site to get the most out of your course!

The open-access Student Study Site at study.sagepub.com/andersonod4e includes the following:

  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide your interpretation.
  • Carefully selected, web-based video links and web articles feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.
  • Additional readings provide a jumping-off point for course assignments, papers, research, group work, and class discussion.

If you teach online classes and want to satisfy the Quality Matters Rubric requirements for your class this text offers all the tools you will need to organize your class and meet the requirements for a QM Certification.

Joseph Cooper
Business Accounting Division, Mercy College-Dobbs Ferry
April 5, 2018

Organization Development Fourth Edition The Process of Leading Organizational Change was straight forward and concise. The chapters are not long and seemed to hold the attention of the students well.

Professor Renee Chu-Jacoby
Management Dept, California State Univ-Fresno
December 7, 2017
Key features

NEW TO THIS EDITION

  • Expanded coverage of whole organization and multiple-organization interventions, now explored in two chapters, examine large-scale interventions such as culture assessment and change, organization design and structure, and mergers and acquisitions.
  • New discussion questions, exercises, activities,  and role-plays allow students to apply and practice OD concepts.
  • New coverage of dialogic approaches to OD (Chapter 13) unpack new strategies like appreciative inquiry, world café, and open space.
  • New examples of global organization development (Chapter 15) help students develop a global perspective of OD.
  • Updated and expanded Instructor Resources include a test bank, PowerPoint presentations, and video resources.

KEY FEATURES

  • Outlines each stage of the OD process in detail, describing the practitioner’s role in entry and contracting, data gathering, diagnosis and feedback, interventions, and evaluation.
  • Illustrates the practice of organization development in the workplace contexts of corporations, government, education, nonprofit organizations, and health care settings.
  • Incorporates theory, research, and consulting techniques for both traditional organization development practices and newly adapted strategies for change, including dialogic OD practices such as appreciative inquiry, world café, and open space.
  • Allows students to analyze, apply, and discuss organization development concepts through integrated case studies, exercises, and class activities.

Sample Materials & Chapters

Chapter 4

Chapter 12


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