Answers to questions most frequently asked about organization development:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Thousand Oaks [u.a.]
Sage
1995
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XV, 184 S. |
| ISBN: | 0803952031 080395204X |
Staff View
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| 245 | 1 | 0 | |a Answers to questions most frequently asked about organization development |c Philip G. Hanson ; Bernard Lubin |
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Record in the Search Index
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| adam_text | Contents
Foreword x
Acknowledgments xi
Introduction xiii
1. What Are Some Basic Concepts Used in OD? 1
What is experiential learning? 1
What is the laboratory approach? 2
What is human relations training? 3
What is a T group? 5
What is group process? 6
What are some of the processes at the organizational level? 8
What is meant by here and now versus there and then*. 9
We frequently hear terms like task and maintenance behaviors,
What is the difference? 11
What are norms? 12
What is organizational culture? 15
What is participative management (PM)? 16
We have heard of Theory X and Theory Y. Now there is a Theory Z.
What are the differences? 17
What is a team? 19
What are support systems? 22
What is synergy? 23
What is team building? 24
2. What Is OD? 28
What is the history of OD? When and where did it begin? 31
3. OD Values 33
What are some of the underlying and expressed values of OD? 33
Are OD values appropriate to every organization, community, and
nation? Are they appropriate to organizations with clandestine
missions? What to do or how to practice OD when the client s value
system does not match, is not congruent with, or is opposed to OD
values? Can OD still be done? 37
What do values have to do with OD practice? Is OD value neutral?
Would consultants compromise their work by introducing values?
Are values another name for biases? 38
Why is it important to examine our values when doing OD? How is OD
related to individual values? 39
To what extent are OD values consistent with maximum profit making? 39
To what extent are OD values consistent with modern management? 40
To what extent are OD values consistent with a large organization
(e.g., a bureaucracy)? 40
Does OD lead to development of alternative systems to the formal
administrative structure? 41
4. Some General Questions 42
Is OD a philosophy, a way of thinking, an art, a science,
or all of the above? 42
Is OD another name for sensitivity training? 43
How is OD related to, or different from, training? 44
Is OD another name for soft management ? 44
Does OD mean participative management? 45
How does OD differ from just good management practices? 45
Does OD have anything to do with the product or the manager s
work, or does it just deal with interpersonal relations? 46
How long does OD take? Can it be done quickly? How do you make OD
a sustainable improvement? 46
How much time does it take to change an organization s culture? 47
How do I know if an approach is OD or something else? Can you do
OD without labeling it? Is it another name for good values
and common sense? 48
Is OD linear or nonlinear? 49
What is the future of OD? 50
Is OD only for growth, or can it be used during periods of cutback?
What is OD s position on downsizing and layoffs? 51
When is OD not needed? 52
Does OD include systems thinking? Is it fixated only on small systems
change? How does environmental context affect OD applications? 53
Is OD focused on implementing decisions, or can it play a major role
in the development of strategic planning, corporate restructuring,
futuring, and policy? 56
What are the limitations of OD? Where does it need to be coupled with
other methodologies to be effective? 56
5. OD Intervention 58
How do you match an OD diagnosis with an intervention? What are the
criteria for selecting an OD intervention? What are the conditions
necessary to support an OD intervention? What is the best OD
intervention? 59
Is strategic planning (SP) an OD intervention? Should it be? 62
What are some examples of an OD intervention? 65
In the front end contracting process, how do you position an OD
intervention to increase the probability of success? 68
Can an OD intervention succeed without a reorientation of the personal
perspectives of the client s management teams? 69
Can an OD intervention succeed and exclude cultural transformation
in an organization? 70
What is the relevance of OD to a management of diversity
intervention? 70
Should those accountable for change in an organization have any
understanding of the OD process? 74
What kind of costs are we talking about? Do we need tools?
Can a small firm afford an OD intervention? 75
6. OD Compared to Other Change Technologies 76
How do terms like organizational transformation (OT), organizational
behavior (OB), and organizational effectiveness (OE) relate to OD? 76
What is organizational learning? 78
Does the term learning organization include OD methodology? 78
Does the concept of sociotechnical systems (STS) include OD? 79
Quality circles (QC) or quality control circles—is this OD? 80
How does OD relate to quality of work life (QWL)? 81
Is OD involved in total quality management (TQM)? 82
How does OD apply to total quality improvement (TQI)?
Is the application different from TQM? 84
7. OD and the Manager/Administrator 86
How can OD help me in my job as a manager/administrator? 86
How can OD help a manager deal with more programs, more work,
and fewer people? 87
How can OD help me work with my subordinates, superiors, and
peers/colleagues? 87
How can OD help me to exert influence in my organization? 90
What does OD have to do with the manager s vocation/profession
(e.g., how is OD central to what he or she is supposed to do)? 91
We have operational responsibility but no managerial accountability;
therefore, how does OD apply to us? 92
Can managers really be helped to change their managerial style
after years of doing it one way? 92
Could the OD effort involve family members also? 93
How can an individual manager or administrator contribute to an
OD program in his or her organization? 94
8. OD Within a Subsystem of an Organization 95
Is my department an organization ? 95
What are some possible OD goals for my department? 96
What would an OD program look like for my department? 97
What does OD have to do with interdepartmental relations? 98
Who is responsible for OD in my department or in my organization? 100
Is the OD program a one shot or time limited program? 101
What can an OD program do for us that we can t do for ourselves? 102
How can OD help to motivate my staff—help them to feel more
identified with the corporate staff and to help me to upgrade
their professional caliber? 104
Can OD help the manager do a better job in decisions regarding hiring,
firing, and promotions? 105
What should be my first OD project? 106
9. OD Consultation 108
What is an OD consultant? 108
What does an OD consultant do? 110
What does an OD consultant do for the manager? 112
How can I use an OD consultant? 113
What do I have to do to be an OD consultant for the organization? 114
How do I handle resistance to change, to being influenced, to being
helped, and to participating in the program? 115
What are some personal guidelines for consultants? 118
10. OD Evaluation 120
Who benefits from an OD effort? In my department? In my organization? 120
What are signs that OD is working or not working in my organization? 121
How can we evaluate our own OD program in our department/
organization? How can we make sure it will have practical,
measurable effects? How do we measure and evaluate the outcome? 121
The term diagnosis appears frequently in the literature. How do I go
about diagnosing my team, my department? How do I get started? 125
Appendix A: Sample Diagnostic Instruments 129
Team and Organization Diagnosis 129
Diagnosing Organizational Effectiveness 130
Group Rating Scale 137
Some Behaviors to Observe During Team Meetings 139
Organization Rating Scale—Dimensions of Effective and Ineffective
Processes 143
Structured Interview 148
Census of Decision Making Procedures 154
Postmeeting Questionnaires 156
Appendix B: A Sample OD Project: Survey Data Feedback 163
Appendix C: Self Assessment Monitoring Program
for Managers, Trainers, and OD Consultants 167
References 178
About the Authors 183
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| language | English |
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| spelling | Hanson, Philip G. Verfasser aut Answers to questions most frequently asked about organization development Philip G. Hanson ; Bernard Lubin Thousand Oaks [u.a.] Sage 1995 XV, 184 S. txt rdacontent n rdamedia nc rdacarrier Changement organisationnel - Gestion Organisatieontwikkeling gtt Organizational change Management Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 s DE-604 Lubin, Bernard Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007048304&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| subject_GND | (DE-588)4043788-7 |
| title | Answers to questions most frequently asked about organization development |
| title_auth | Answers to questions most frequently asked about organization development |
| title_exact_search | Answers to questions most frequently asked about organization development |
| title_full | Answers to questions most frequently asked about organization development Philip G. Hanson ; Bernard Lubin |
| title_fullStr | Answers to questions most frequently asked about organization development Philip G. Hanson ; Bernard Lubin |
| title_full_unstemmed | Answers to questions most frequently asked about organization development Philip G. Hanson ; Bernard Lubin |
| title_short | Answers to questions most frequently asked about organization development |
| title_sort | answers to questions most frequently asked about organization development |
| topic | Changement organisationnel - Gestion Organisatieontwikkeling gtt Organizational change Management Organisationssoziologie (DE-588)4043788-7 gnd |
| topic_facet | Changement organisationnel - Gestion Organisatieontwikkeling Organizational change Management Organisationssoziologie |
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