Organization development and change:
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Mason, Ohio
South-Western Cengage Learning
2009
|
| Edition: | 9. ed., internat. student ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XX, 772 S. graph. Darst. |
| ISBN: | 0324580533 9780324580532 |
Staff View
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| 245 | 1 | 0 | |a Organization development and change |c Thomas G. Cummings ; Christopher G. Worley |
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Record in the Search Index
| _version_ | 1804137898401857536 |
|---|---|
| adam_text | brief contents
Preface XV CHAPTER 14
CHAPTER 1 Restructuring Organizations 315
General Introduction to Organization CHAPTER 15
Development 1 Employee Involvement 350
PA RT 1 CHAPTER 16
r Mix I I Overview of Organization Development 22 Work Design 376
CHAPTER 2 PART 5
The Nature of Planned Change 23 Human Resource Management
CHAPTER 3 Interventions 419
The Organization Development CHAPTER 17
Practitioner 46 Performance Management 420
PART 2 CHAPTER 18
The Process of Organization Development 74 Developing Talent 451
CHAPTER 4 CHAPTER 19
Entering and Contracting 75 Managing Workforce Diversity and Wellness 473
CHAPTER 5
Diagnosing Organizations 87 PART 6
CHAPTER 6 Strategic Change Interventions 504
Diagnosing Groups and Jobs 107 CHAPTER 20
CHAPTER 7 Transformational Change 505
Collecting and Analyzing Diagnostic CHAPTER 21
Information 121 Continuous Change 535
CHAPTER 8 CHAPTER 22
Feeding Back Diagnostic Information 139 Transorganizational Change 561
CHAPTER 9 Designing Interventions 151 PART 7 Special Applications of Organization
CHAPTER 10 Development 613
Leading and Managing Change 163 CHAPTER 23
CHAPTER 11 Organization Development in Global
Evaluating and Institutionalizing Settings 614
Organization Development Interventions 189 CHAPTER 24
PART 3 Organization Development in Nonindustrial
Human Process Interventions 252 Settings: Health Care, School Systems, the
CHAPTER 12 Public Sector, and Family-Owned Businesses 651
Interpersonal and Group Process CHAPTER 25
Approaches 253 Future Directions in Organization
CHAPTER 13 Development 693
Organization Process Approaches 276 Glossary 746
PART 4 Name Index 756
Technostructural Interventions 314 Subject Index 760
contents
Preface xv
CHAPTER 1
General Introduction to Organization Development 1
Organization Development Defined 1
The Growth and Relevance of Organization Development 4
A Short History of Organization Development 6
Laboratory Training Background 6
Action Research and Survey Feedback Background 8
Normative Background 9
Productivity and Quality-of-Work-Life Background 11
Strategic Change Background 12
Evolution in Organization Development 12
Overview of The Book 14
Summary 17
Notes 17
PART1
Overview of OrganizationDevelopment 22
CHAPTER 2
The Nature of Planned Change 23
Theories of Planned Change 23
Lewin s Change Model 23
Action Research Model 24
The Positive Model 27
Comparisons of Change Models 29
General Model of Planned Change 29
Entering and Contracting 29
Diagnosing 30
Planning and Implementing Change 30
Evaluating and Institutionalizing Change 31
Different Types of Planned Change 31
Magnitude of Change 31
Application 2-1 Planned Change at the San Diego County
Regional Airport Authority 32
Degree of Organization 35
Application 2-2 Planned Change in an Underorganized System 37
Domestic vs. International Settings 40
Critique of Planned Change 41
Conceptualization of Planned Change 41
Practice of Planned Change 42
Summary 43
Notes 44
Contents
CHAPTER 3
The Organization Development Practitioner 46
Who is the Organization Development Practitioner? 46
Competencies of an Effective Organization Development Practitioner 48
The Professional Organization Development Practitioner 53
Role of Organization Development Professionals 53
Application 3-1 Personal Views of the Internal and External
Consulting Positions 56
Careers of Organization Development Professionals 59
Professional Values 60
Professional Ethics 61
Ethical Guidelines 61
Ethical Dilemmas 62
Application 3-2 Kindred Todd and the Ethics of OD 65
Summary 66
Notes 67
Appendix 70
PART 2
The Process of Organization Development 74
CHAPTER 4
Entering and Contracting 75
Entering into an OD Relationship 76
Clarifying the Organizational Issue 76
Determining the Relevant Client 76
Selecting an OD Practitioner 77
Developing a Contract 79
Mutual Expectations 79
Application 4-1 Entering Alegent Health 80
Time and Resources 81
Ground Rules 81
Interpersonal Process Issues in Entering and Contracting 81
Application 4-2 Contracting with Alegent Health 82
Summary 86
Notes 86
CHAPTER 5
Diagnosing Organizations 87
What is Diagnosis? 87
The Need for Diagnostic Models 88
Open Systems Model 89
Organizations as Open Systems 89
Diagnosing Organizational Systems 92
Organization-Level Diagnosis 94
Organization Environments and Inputs 94
Design Components 96
Outputs 99
Alignment 99
Analysis 99
Application 5-1 Steinway s Strategic Orientation 100
Summary .jqj
Notes 105
Contents
CHAPTER 6
Diagnosing Groups and Jobs 107
Group-Level Diagnosis 107
Inputs 107
Design Components 108
Outputs 109
Fits 110
Analysis 110
Application 6-1 Top-Management Team at Ortiv Glass Corporation 111
Individual-Level Diagnosis 113
Inputs 113
Design Components 114
Fits 115
Analysis 115
Application 6-2 Job Design at Pepperdine University 116
Summary 119
Notes 120
CHAPTER 7
Collecting and Analyzing Diagnostic Information 121
The Diagnostic Relationship 121
Methods for Collecting Data 123
Questionnaires 124
Interviews 126
Observations 127
Unobtrusive Measures 128
Sampling 129
Techniques for Analyzing Data 130
Qualitative Tools 130
Application 7-1 Collecting and Analyzing Diagnostic Data at Alegent Health 132
Quantitative Tools 133
Summary 137
Notes 138
CHAPTER 8
Feeding Back Diagnostic Information 139
Determining the Content of the Feedback 139
Characteristics of the Feedback Process 141
Survey Feedback 142
What Are the Steps? 142
Application 8-1 Training OD Practitioners in Data Feedback 143
Survey Feedback and Organizational Dependencies 145
Application 8-2 Operations Review and Survey Feedback at
Prudential Real Estate Affiliates 146
Limitations of Survey Feedback 147
Results of Survey Feedback 148
Summary 149
Notes 149
CHAPTER 9
Designing Interventions 151
What are Effective Interventions? 151
How to Design Effective Interventions 152
Contingencies Related to the Change Situation 152
Contingencies Related to the Target of Change 154
Contents
Overview of Interventions 156
Human Process Interventions 156
Summary 161
Notes 162
CHAPTER 10
Leading and Managing Change 163
Overview of Change Activities 163
Motivating Change 165
Creating Readiness for Change 165
Overcoming Resistance to Change 166
Application 10-1 Motivating Change in the Sexual Violence Prevention
Unit of Minnesota s Health Department 168
Creating a Vision 169
Describing the Core Ideology 170
Constructing the Envisioned Future 171
Developing Political Support 171
Application 10-2 Creating a Vision at Premier 172
Assessing Change Agent Power 174
Identifying Key Stakeholders 175
Influencing Stakeholders 175
Managing the Transition 176
Application 10-3 Developing Political Support for the Strategic
Planning Project in the Sexual Violence Prevention Unit 177
Activity Planning 178
Commitment Planning 179
Change-Management Structures 179
Learning Processes 179
Sustaining Momentum 180
Application 10-4 Transition Management in the HP-Compaq Acquisition 181
Providing Resources for Change 182
Building a Support System for Change Agents 183
Developing New Competencies and Skills 183
Reinforcing New Behaviors 183
Staying the Course 184
Summary 184
Notes 185
Application 10-5 Sustaining Transformational Change at
the Veterans Health Administration 187
CHAPTER 11
Evaluating and Institutionalizing Organization
Development Interventions 189
Evaluating Organization Development Interventions 189
Implementation and Evaluation Feedback 189
Measurement 192
Research Design 197
Institutionalizing Organizational Changes 200
Institutionalization Framework 200
Application 11-1 Evaluating Change at Alegent Health 201
Organization Characteristics 203
Intervention Characteristics 204
Institutionalization Processes 205
Indicators of Institutionalization 206
Application 11-2 Institutionalizing Structural Change at Hewlett-Packard 208
Summary 210
Contents
Notes 210
Selected Cases 212
Kenworth Motors 212
Peppercorn Dining 217
Sunflower Incorporated 239
Initiating Change in the Manufacturing and Distribution Division of PolyProd 241
Evaluating the Change Agent Program at Siemens Nixdorf (A) 247
PART 3
Human Process Interventions 252
CHAPTER 12
Interpersonal and Group Process Approaches 253
Process Consultation 253
Group Process 254
Basic Process Interventions 255
Results of Process Consultation 257
Application 12-1 Process Consultation at Action Company 258
Third-Party Interventions 259
An Episodic Model of Conflict 260
Facilitating the Conflict Resolution Process 261
Application 12-2 Conflict Management at Bait Healthcare Corporation 262
Team Building 263
Team-Building Activities 264
Activities Relevant to One or More Individuals 267
Activities Oriented to the Group s Operation and Behavior 268
Activities Affecting the Group s Relationship with the Rest
of the Organization 268
Application 12-3 Building the Executive Team at Caesars Tahoe 269
The Manager s Role in Team Building 270
The Results of Team Building 271
Summary 273
Notes 213
CHAPTER 13
Organization Process Approaches 276
Organization Confrontation Meeting 276
Application Stages 276
Results of Confrontation Meetings 277
Application 13-1 A Work-Out Meeting at General
Electric Medical Systems Business 278
Intergroup Relations Interventions 279
Microcosm Groups 279
Application Stages 280
Resolving Intergroup Conflict 281
Large-Group Interventions 284
Application 13-2 Improving Intergroup Relationships
in Johnson Johnson s Drug Evaluation Department 285
Application Stages 287
Application 13-3 Using the Decision Accelerator to Generate
Innovative Strategies in Alegent s Women s and Children s Service Line 290
Results of Large-Group Interventions 294
Summary 295
Notes 295
Selected Cases 297
Lincoln Hospital: Third-Party Intervention 297
Ben Jerry s (A): Team Development Intervention 304
Contents
PART 4
Technostructural Interventions 314
CHAPTER 14
Restructuring Organizations 315
Structural Design 315
The Functional Structure 316
The Divisional Structure 318
The Matrix Structure 319
The Process Structure 322
The Customer-Centric Structure 324
Application 14-1 Healthways Process Structure 325
The Network Structure 328
Downsizing 331
Application 14-2 Amazon.com s Network Structure 332
Application Stages 334
Results of Downsizing 337
Application 14-3 Strategic Downsizing at Agilent Technologies 338
Reengineering 340
Application Stages 341
Application 14-4 Honeywell lAC s Totalplant™ Reengineering Process 344
Results from Reengineering 346
Summary 346
Notes 347
CHAPTER 15
Employee Involvement 350
Employee Involvement: What Is It? 350
A Working Definition of Employee Involvement 351
The Diffusion of Employee Involvement Practices 352
How Employee Involvement Affects Productivity 352
Employee Involvement Applications 354
Parallel Structures 354
Application 15-1 Using the Al Summit to Build
Union-Management Relations at Roadway Express 356
Total Quality Management 359
Application 15-2 Six-Sigma Success Story at G£ Financial 365
High-Involvement Organizations 367
Application 15-3 Building a High-Involvement Organization
at Air Products and Chemicals, Inc. 370
Summary 373
Notes 373
CHAPTER 16
Work Design 376
The Engineering Approach 376
The Motivational Approach 377
The Core Dimensions of Jobs 378
Individual Differences 379
Application Stages 380
Barriers to Job Enrichment 382
Application 16-1 Enriching Jobs at the Hartford s Employee
Relations Consulting Services Group 383
Results of Job Enrichment 385
The Sociotechnical Systems Approach 38O
Conceptual Background 387
Self-Managed Work Teams 388
Contents
Application Stages 391
Results of Self-Managed Teams 393
Application 16-2 Moving to Self-Managed Teams at ABB 394
Designing Work for Technical and Personal Needs 397
Technical Factors 398
Personal-Need Factors 399
Meeting Both Technical and Personal Needs 400
Summary 401
Notes 402
Selected Cases 405
City of Carlsbad, California: Restructuring the Public Works Department (A) 405
C S Wholesale Grocers: Self-Managed Teams 408
PART 5
Human Resource Management Interventions 419
CHAPTER 17
Performance Management 420
A Model of Performance Management 421
Goal Setting 422
Characteristics of Goal Setting 422
Establishing Challenging Goals 423
Clarifying Goal Measurement 423
Application Stages 424
Management by Objectives 424
Effects of Goal Setting and MBO 426
Performance Appraisal 426
Application 17-1 The Goal-Setting Process at Siebel Systems 427
The Performance Appraisal Process 428
Application Stages 430
Effects of Performance Appraisal 431
Reward Systems 431
Application 17-2 Adapting the Appraisal Process at Capital
One Financial 432
Structural and Motivational Features of Reward Systems 434
Skill- and Knowledge-Based Pay Systems 437
Performance-Based Pay Systems 438
Gain-Sharing Systems 440
Promotion Systems 442
Reward-System Process Issues 443
Application 17-3 Revising the Reward Systemat Lands End 444
Summary 447
Notes 447
CHAPTER 18
Developing Talent 451
Coaching and Mentoring 451
What Are the Goals? 452
Application Stages 452
The Results of Coaching and Mentoring 453
Career Planning and Development Interventions 453
What Are the Goals? 454
Application Stages 455
The Results of Career Planning and Development 463
Management And Leadership Development Interventions 463
Application 18-1 Peps/Co s Career Planning and Development Framework 464
What Are the Goals? 466
Application Stages 466
Contents
Application 18-2 Leading Your Business at Microsoft Corporation 468
The Results of Development Interventions 469
Summary 469
Notes 470
CHAPTER 19
Managing Workforce Diversityand Wellness 473
Workforce Diversity Interventions 473
What Are the Goals? 473
Application Stages 475
The Results for Diversity Interventions 478
Employee Stress and Wellness Interventions 479
What Are the Goals? 479
Application 19-1 Embracing Employee Diversity at Baxter Export 480
Applications Stages 481
The Results of Stress Management and Wellness Interventions 486
Summary 487
Notes 488
Application 19-2 Johnson Johnson s Health and Wellness Program 490
Selected Cases 492
Employee Benefits at HealthCo 492
Sharpe BMW 497
PART 6
Strategic Change Interventions 504
CHAPTER 20
Transformational Change 505
Characteristics of Transformational Change 505
Change Is Triggered by Environmental and Internal Disruptions 506
Change Is Aimed at Competitive Advantage 506
Change Is Systemic and Revolutionary 507
Change Demands a New Organizing Paradigm 508
Change Is Driven by Senior Executives and Line Management 508
Change Involves Significant Learning 509
Integrated Strategic Change 509
Organization Design 512
Application 20-1 Managing Strategic Change at Microsoft Canada 513
Conceptual Framework 515
Culture Change 518
Application 20-2 Organization Design at Deere Company 519
Concept of Organization Culture 520
Organization Culture and Organization Effectiveness 521
Diagnosing Organization Culture 523
The Behavioral Approach 523
The Competing Values Approach 524
The Deep Assumptions Approach 525
Summary 528
Notes 529
Application 20-3 Culture Change at IBM 533
CHAPTER 21
Continuous Change 535
Self-Designing Organizations 535
The Demands of Adaptive Change 536
Application Stages 536
Learning Organizations 533
Conceptual Framework 53g
Contents
Application 21-1 Self-Design at American Healthways Corporation 539
Organization Learning Interventions 542
Knowledge Management Interventions 547
Outcomes of OL and KM 550
Application 21-2 Implementing a Knowledge Management
System at Motorola Penang 551
Built-To-Change Organizations 553
Design Guidelines 553
Application Stages 554
Summary 556
Notes 556
Application 21-3 Creating a Built-to-Change Organizational
Capita) One Financial 559
CHAPTER 22
Transorganizational Change 561
Transorganizational Rationale 562
Mergers and Acquisitions 563
Application Stages 564
Strategic Alliance Interventions 568
Application Stages 568
Application 22-1 The Sprint and Nextel Merger: The First Two Years 569
Network Interventions 571
Application 22-2 Building Alliance Relationships 572
Creating the Network 574
Managing Network Change 577
Application 22-3 Fragile and Robust—Network Change
in Toyota Motor Corporation 580
Summary 582
Notes 583
Selected Cases 586
Fourwinds Marina 586
Leading Strategic Change at DaVita: The Integration of the Gambro Acquisition 597
PART 7
Special Applications of Organization Development 613
CHAPTER 23
Organization Development in Global Settings 614
Organization Development Outside the United States 615
Cultural Context 616
Economic Development 618
How Cultural Context and Economic Development Affect OD Practice 619
Application 23-1 Modernizing China s Human Resource
Development and Training Functions 623
Worldwide Organization Development 625
Worldwide Strategic Orientations 626
The International Strategic Orientation 627
The Global Strategic Orientation 629
The Multinational Strategic Orientation 631
Application 23-2 Implementing the Global Strategy: Changing the Culture
of Work in Western China 632
The Transnational Strategic Orientation 636
Global Social Change 639
Global Social Change Organizations 640
Application Stages 641
Change Agent Roles and Skills 644
Contents
Application 23-3 Social and Environmental Change at Floresta 645
Summary 647
Notes 647
CHAPTER 24
Organization Developments Nonindustrial Settings: Health Care,
School Systems, the Public Sector, and Family-Owned Businesses 651
Organization Development in Health Care 651
Trends in Health Care 652
Opportunities for Organization Development Practice 655
Success Principles for OD in Health Care 657
Conclusions 658
Organization Development in School Systems 659
Education: Industrial-Age Roots 659
Changing Conditions Cause Stress 659
Disappointing Reform Efforts 660
A New Metaphor for Schools 662
Future Opportunities for OD Practice 664
Technology s Unique Role in School OD 665
Conclusions 667
Organization Developmentin the Public Sector 667
Comparing Public- and Private-Sector Organizations 669
Recent Research and Innovations in Public-Sector
Organizational Development 674
Conclusions 675
Organization Development in Family-Owned Businesses 675
The Family Business System 676
Family Business Developmental Stages 679
A Parallel Planning Process 680
Values 680
Critical Issues in Family Business 681
OD Interventions in Family Business System 684
Summary 688
Notes 689
CHAPTER 25
Future Directions in Organization Development 693
Trends within Organization Development 693
Traditional 693
Pragmatic 694
Scholarly 695
Implications for OD s Future 695
Trends in the Context of Organization Development 697
The Economy 697
The Workforce 700
Organizations 701
Implications for OD s Future 702
Summary J08
Notes yog
Integrative Cases y 2
B. R. Richardson Timber Products Corporation 712
Building the Cuyahoga River Valley Organization* 728
Black Decker International: Globalization of the Architectural Hardware Line 738
Glossary 74o
Name Index 75^
Subject Index 7^0
|
| adam_txt |
brief contents
Preface XV CHAPTER 14
CHAPTER 1 Restructuring Organizations 315
General Introduction to Organization CHAPTER 15
Development 1 Employee Involvement 350
PA RT 1 CHAPTER 16
r Mix I I Overview of Organization Development 22 Work Design 376
CHAPTER 2 PART 5
The Nature of Planned Change 23 Human Resource Management
CHAPTER 3 Interventions 419
The Organization Development CHAPTER 17
Practitioner 46 Performance Management 420
PART 2 CHAPTER 18
The Process of Organization Development 74 Developing Talent 451
CHAPTER 4 CHAPTER 19
Entering and Contracting 75 Managing Workforce Diversity and Wellness 473
CHAPTER 5
Diagnosing Organizations 87 PART 6
CHAPTER 6 Strategic Change Interventions 504
Diagnosing Groups and Jobs 107 CHAPTER 20
CHAPTER 7 Transformational Change 505
Collecting and Analyzing Diagnostic CHAPTER 21
Information 121 Continuous Change 535
CHAPTER 8 CHAPTER 22
Feeding Back Diagnostic Information 139 Transorganizational Change 561
CHAPTER 9 Designing Interventions 151 PART 7 Special Applications of Organization
CHAPTER 10 Development 613
Leading and Managing Change 163 CHAPTER 23
CHAPTER 11 Organization Development in Global
Evaluating and Institutionalizing Settings 614
Organization Development Interventions 189 CHAPTER 24
PART 3 Organization Development in Nonindustrial
Human Process Interventions 252 Settings: Health Care, School Systems, the
CHAPTER 12 Public Sector, and Family-Owned Businesses 651
Interpersonal and Group Process CHAPTER 25
Approaches 253 Future Directions in Organization
CHAPTER 13 Development 693
Organization Process Approaches 276 Glossary 746
PART 4 Name Index 756
Technostructural Interventions 314 Subject Index 760
contents
Preface xv
CHAPTER 1
General Introduction to Organization Development 1
Organization Development Defined 1
The Growth and Relevance of Organization Development 4
A Short History of Organization Development 6
Laboratory Training Background 6
Action Research and Survey Feedback Background 8
Normative Background 9
Productivity and Quality-of-Work-Life Background 11
Strategic Change Background 12
Evolution in Organization Development 12
Overview of The Book 14
Summary 17
Notes 17
PART1
Overview of OrganizationDevelopment 22
CHAPTER 2
The Nature of Planned Change 23
Theories of Planned Change 23
Lewin's Change Model 23
Action Research Model 24
The Positive Model 27
Comparisons of Change Models 29
General Model of Planned Change 29
Entering and Contracting 29
Diagnosing 30
Planning and Implementing Change 30
Evaluating and Institutionalizing Change 31
Different Types of Planned Change 31
Magnitude of Change 31
Application 2-1 Planned Change at the San Diego County
Regional Airport Authority 32
Degree of Organization 35
Application 2-2 Planned Change in an Underorganized System 37
Domestic vs. International Settings 40
Critique of Planned Change 41
Conceptualization of Planned Change 41
Practice of Planned Change 42
Summary 43
Notes 44
Contents
CHAPTER 3
The Organization Development Practitioner 46
Who is the Organization Development Practitioner? 46
Competencies of an Effective Organization Development Practitioner 48
The Professional Organization Development Practitioner 53
Role of Organization Development Professionals 53
Application 3-1 Personal Views of the Internal and External
Consulting Positions 56
Careers of Organization Development Professionals 59
Professional Values 60
Professional Ethics 61
Ethical Guidelines 61
Ethical Dilemmas 62
Application 3-2 Kindred Todd and the Ethics of OD 65
Summary 66
Notes 67
Appendix 70
PART 2
The Process of Organization Development 74
CHAPTER 4
Entering and Contracting 75
Entering into an OD Relationship 76
Clarifying the Organizational Issue 76
Determining the Relevant Client 76
Selecting an OD Practitioner 77
Developing a Contract 79
Mutual Expectations 79
Application 4-1 Entering Alegent Health 80
Time and Resources 81
Ground Rules 81
Interpersonal Process Issues in Entering and Contracting 81
Application 4-2 Contracting with Alegent Health 82
Summary 86
Notes 86
CHAPTER 5
Diagnosing Organizations 87
What is Diagnosis? 87
The Need for Diagnostic Models 88
Open Systems Model 89
Organizations as Open Systems 89
Diagnosing Organizational Systems 92
Organization-Level Diagnosis 94
Organization Environments and Inputs 94
Design Components 96
Outputs 99
Alignment 99
Analysis 99
Application 5-1 Steinway's Strategic Orientation 100
Summary .jqj
Notes 105
Contents
CHAPTER 6
Diagnosing Groups and Jobs 107
Group-Level Diagnosis 107
Inputs 107
Design Components 108
Outputs 109
Fits 110
Analysis 110
Application 6-1 Top-Management Team at Ortiv Glass Corporation 111
Individual-Level Diagnosis 113
Inputs 113
Design Components 114
Fits 115
Analysis 115
Application 6-2 Job Design at Pepperdine University 116
Summary 119
Notes 120
CHAPTER 7
Collecting and Analyzing Diagnostic Information 121
The Diagnostic Relationship 121
Methods for Collecting Data 123
Questionnaires 124
Interviews 126
Observations 127
Unobtrusive Measures 128
Sampling 129
Techniques for Analyzing Data 130
Qualitative Tools 130
Application 7-1 Collecting and Analyzing Diagnostic Data at Alegent Health 132
Quantitative Tools 133
Summary 137
Notes 138
CHAPTER 8
Feeding Back Diagnostic Information 139
Determining the Content of the Feedback 139
Characteristics of the Feedback Process 141
Survey Feedback 142
What Are the Steps? 142
Application 8-1 Training OD Practitioners in Data Feedback 143
Survey Feedback and Organizational Dependencies 145
Application 8-2 Operations Review and Survey Feedback at
Prudential Real Estate Affiliates 146
Limitations of Survey Feedback 147
Results of Survey Feedback 148
Summary 149
Notes 149
CHAPTER 9
Designing Interventions 151
What are Effective Interventions? 151
How to Design Effective Interventions 152
Contingencies Related to the Change Situation 152
Contingencies Related to the Target of Change 154
Contents
Overview of Interventions 156
Human Process Interventions 156
Summary 161
Notes 162
CHAPTER 10
Leading and Managing Change 163
Overview of Change Activities 163
Motivating Change 165
Creating Readiness for Change 165
Overcoming Resistance to Change 166
Application 10-1 Motivating Change in the Sexual Violence Prevention
Unit of Minnesota's Health Department 168
Creating a Vision 169
Describing the Core Ideology 170
Constructing the Envisioned Future 171
Developing Political Support 171
Application 10-2 Creating a Vision at Premier 172
Assessing Change Agent Power 174
Identifying Key Stakeholders 175
Influencing Stakeholders 175
Managing the Transition 176
Application 10-3 Developing Political Support for the Strategic
Planning Project in the Sexual Violence Prevention Unit 177
Activity Planning 178
Commitment Planning 179
Change-Management Structures 179
Learning Processes 179
Sustaining Momentum 180
Application 10-4 Transition Management in the HP-Compaq Acquisition 181
Providing Resources for Change 182
Building a Support System for Change Agents 183
Developing New Competencies and Skills 183
Reinforcing New Behaviors 183
Staying the Course 184
Summary 184
Notes 185
Application 10-5 Sustaining Transformational Change at
the Veterans Health Administration 187
CHAPTER 11
Evaluating and Institutionalizing Organization
Development Interventions 189
Evaluating Organization Development Interventions 189
Implementation and Evaluation Feedback 189
Measurement 192
Research Design 197
Institutionalizing Organizational Changes 200
Institutionalization Framework 200
Application 11-1 Evaluating Change at Alegent Health 201
Organization Characteristics 203
Intervention Characteristics 204
Institutionalization Processes 205
Indicators of Institutionalization 206
Application 11-2 Institutionalizing Structural Change at Hewlett-Packard 208
Summary 210
Contents
Notes 210
Selected Cases 212
Kenworth Motors 212
Peppercorn Dining 217
Sunflower Incorporated 239
Initiating Change in the Manufacturing and Distribution Division of PolyProd 241
Evaluating the Change Agent Program at Siemens Nixdorf (A) 247
PART 3
Human Process Interventions 252
CHAPTER 12
Interpersonal and Group Process Approaches 253
Process Consultation 253
Group Process 254
Basic Process Interventions 255
Results of Process Consultation 257
Application 12-1 Process Consultation at Action Company 258
Third-Party Interventions 259
An Episodic Model of Conflict 260
Facilitating the Conflict Resolution Process 261
Application 12-2 Conflict Management at Bait Healthcare Corporation 262
Team Building 263
Team-Building Activities 264
Activities Relevant to One or More Individuals 267
Activities Oriented to the Group's Operation and Behavior 268
Activities Affecting the Group's Relationship with the Rest
of the Organization 268
Application 12-3 Building the Executive Team at Caesars Tahoe 269
The Manager's Role in Team Building 270
The Results of Team Building 271
Summary 273
Notes 213
CHAPTER 13
Organization Process Approaches 276
Organization Confrontation Meeting 276
Application Stages 276
Results of Confrontation Meetings 277
Application 13-1 A Work-Out Meeting at General
Electric Medical Systems Business 278
Intergroup Relations Interventions 279
Microcosm Groups 279
Application Stages 280
Resolving Intergroup Conflict 281
Large-Group Interventions 284
Application 13-2 Improving Intergroup Relationships
in Johnson Johnson's Drug Evaluation Department 285
Application Stages 287
Application 13-3 Using the Decision Accelerator to Generate
Innovative Strategies in Alegent's Women's and Children's Service Line 290
Results of Large-Group Interventions 294
Summary 295
Notes 295
Selected Cases 297
Lincoln Hospital: Third-Party Intervention 297
Ben Jerry's (A): Team Development Intervention 304
Contents
PART 4
Technostructural Interventions 314
CHAPTER 14
Restructuring Organizations 315
Structural Design 315
The Functional Structure 316
The Divisional Structure 318
The Matrix Structure 319
The Process Structure 322
The Customer-Centric Structure 324
Application 14-1 Healthways' Process Structure 325
The Network Structure 328
Downsizing 331
Application 14-2 Amazon.com's Network Structure 332
Application Stages 334
Results of Downsizing 337
Application 14-3 Strategic Downsizing at Agilent Technologies 338
Reengineering 340
Application Stages 341
Application 14-4 Honeywell lAC's Totalplant™ Reengineering Process 344
Results from Reengineering 346
Summary 346
Notes 347
CHAPTER 15
Employee Involvement 350
Employee Involvement: What Is It? 350
A Working Definition of Employee Involvement 351
The Diffusion of Employee Involvement Practices 352
How Employee Involvement Affects Productivity 352
Employee Involvement Applications 354
Parallel Structures 354
Application 15-1 Using the Al Summit to Build
Union-Management Relations at Roadway Express 356
Total Quality Management 359
Application 15-2 Six-Sigma Success Story at G£ Financial 365
High-Involvement Organizations 367
Application 15-3 Building a High-Involvement Organization
at Air Products and Chemicals, Inc. 370
Summary 373
Notes 373
CHAPTER 16
Work Design 376
The Engineering Approach 376
The Motivational Approach 377
The Core Dimensions of Jobs 378
Individual Differences 379
Application Stages 380
Barriers to Job Enrichment 382
Application 16-1 Enriching Jobs at the Hartford's Employee
Relations Consulting Services Group 383
Results of Job Enrichment 385
The Sociotechnical Systems Approach 38O
Conceptual Background 387
Self-Managed Work Teams 388
Contents
Application Stages 391
Results of Self-Managed Teams 393
Application 16-2 Moving to Self-Managed Teams at ABB 394
Designing Work for Technical and Personal Needs 397
Technical Factors 398
Personal-Need Factors 399
Meeting Both Technical and Personal Needs 400
Summary 401
Notes 402
Selected Cases 405
City of Carlsbad, California: Restructuring the Public Works Department (A) 405
C S Wholesale Grocers: Self-Managed Teams 408
PART 5
Human Resource Management Interventions 419
CHAPTER 17
Performance Management 420
A Model of Performance Management 421
Goal Setting 422
Characteristics of Goal Setting 422
Establishing Challenging Goals 423
Clarifying Goal Measurement 423
Application Stages 424
Management by Objectives 424
Effects of Goal Setting and MBO 426
Performance Appraisal 426
Application 17-1 The Goal-Setting Process at Siebel Systems 427
The Performance Appraisal Process 428
Application Stages 430
Effects of Performance Appraisal 431
Reward Systems 431
Application 17-2 Adapting the Appraisal Process at Capital
One Financial 432
Structural and Motivational Features of Reward Systems 434
Skill- and Knowledge-Based Pay Systems 437
Performance-Based Pay Systems 438
Gain-Sharing Systems 440
Promotion Systems 442
Reward-System Process Issues 443
Application 17-3 Revising the Reward Systemat Lands' End 444
Summary 447
Notes 447
CHAPTER 18
Developing Talent 451
Coaching and Mentoring 451
What Are the Goals? 452
Application Stages 452
The Results of Coaching and Mentoring 453
Career Planning and Development Interventions 453
What Are the Goals? 454
Application Stages 455
The Results of Career Planning and Development 463
Management And Leadership Development Interventions 463
Application 18-1 Peps/Co's Career Planning and Development Framework 464
What Are the Goals? 466
Application Stages 466
Contents
Application 18-2 Leading Your Business at Microsoft Corporation 468
The Results of Development Interventions 469
Summary 469
Notes 470
CHAPTER 19
Managing Workforce Diversityand Wellness 473
Workforce Diversity Interventions 473
What Are the Goals? 473
Application Stages 475
The Results for Diversity Interventions 478
Employee Stress and Wellness Interventions 479
What Are the Goals? 479
Application 19-1 Embracing Employee Diversity at Baxter Export 480
Applications Stages 481
The Results of Stress Management and Wellness Interventions 486
Summary 487
Notes 488
Application 19-2 Johnson Johnson's Health and Wellness Program 490
Selected Cases 492
Employee Benefits at HealthCo 492
Sharpe BMW 497
PART 6
Strategic Change Interventions 504
CHAPTER 20
Transformational Change 505
Characteristics of Transformational Change 505
Change Is Triggered by Environmental and Internal Disruptions 506
Change Is Aimed at Competitive Advantage 506
Change Is Systemic and Revolutionary 507
Change Demands a New Organizing Paradigm 508
Change Is Driven by Senior Executives and Line Management 508
Change Involves Significant Learning 509
Integrated Strategic Change 509
Organization Design 512
Application 20-1 Managing Strategic Change at Microsoft Canada 513
Conceptual Framework 515
Culture Change 518
Application 20-2 Organization Design at Deere Company 519
Concept of Organization Culture 520
Organization Culture and Organization Effectiveness 521
Diagnosing Organization Culture 523
The Behavioral Approach 523
The Competing Values Approach 524
The Deep Assumptions Approach 525
Summary 528
Notes 529
Application 20-3 Culture Change at IBM 533
CHAPTER 21
Continuous Change 535
Self-Designing Organizations 535
The Demands of Adaptive Change 536
Application Stages 536
Learning Organizations 533
Conceptual Framework 53g
Contents
Application 21-1 Self-Design at American Healthways Corporation 539
Organization Learning Interventions 542
Knowledge Management Interventions 547
Outcomes of OL and KM 550
Application 21-2 Implementing a Knowledge Management
System at Motorola Penang 551
Built-To-Change Organizations 553
Design Guidelines 553
Application Stages 554
Summary 556
Notes 556
Application 21-3 Creating a Built-to-Change Organizational
Capita) One Financial 559
CHAPTER 22
Transorganizational Change 561
Transorganizational Rationale 562
Mergers and Acquisitions 563
Application Stages 564
Strategic Alliance Interventions 568
Application Stages 568
Application 22-1 The Sprint and Nextel Merger: The First Two Years 569
Network Interventions 571
Application 22-2 Building Alliance Relationships 572
Creating the Network 574
Managing Network Change 577
Application 22-3 Fragile and Robust—Network Change
in Toyota Motor Corporation 580
Summary 582
Notes 583
Selected Cases 586
Fourwinds Marina 586
Leading Strategic Change at DaVita: The Integration of the Gambro Acquisition 597
PART 7
Special Applications of Organization Development 613
CHAPTER 23
Organization Development in Global Settings 614
Organization Development Outside the United States 615
Cultural Context 616
Economic Development 618
How Cultural Context and Economic Development Affect OD Practice 619
Application 23-1 Modernizing China's Human Resource
Development and Training Functions 623
Worldwide Organization Development 625
Worldwide Strategic Orientations 626
The International Strategic Orientation 627
The Global Strategic Orientation 629
The Multinational Strategic Orientation 631
Application 23-2 Implementing the Global Strategy: Changing the Culture
of Work in Western China 632
The Transnational Strategic Orientation 636
Global Social Change 639
Global Social Change Organizations 640
Application Stages 641
Change Agent Roles and Skills 644
Contents
Application 23-3 Social and Environmental Change at Floresta 645
Summary 647
Notes 647
CHAPTER 24
Organization Developments Nonindustrial Settings: Health Care,
School Systems, the Public Sector, and Family-Owned Businesses 651
Organization Development in Health Care 651
Trends in Health Care 652
Opportunities for Organization Development Practice 655
Success Principles for OD in Health Care 657
Conclusions 658
Organization Development in School Systems 659
Education: Industrial-Age Roots 659
Changing Conditions Cause Stress 659
Disappointing Reform Efforts 660
A New Metaphor for Schools 662
Future Opportunities for OD Practice 664
Technology's Unique Role in School OD 665
Conclusions 667
Organization Developmentin the Public Sector 667
Comparing Public- and Private-Sector Organizations 669
Recent Research and Innovations in Public-Sector
Organizational Development 674
Conclusions 675
Organization Development in Family-Owned Businesses 675
The Family Business System 676
Family Business Developmental Stages 679
A Parallel Planning Process 680
Values 680
Critical Issues in Family Business 681
OD Interventions in Family Business System 684
Summary 688
Notes 689
CHAPTER 25
Future Directions in Organization Development 693
Trends within Organization Development 693
Traditional 693
Pragmatic 694
Scholarly 695
Implications for OD's Future 695
Trends in the Context of Organization Development 697
The Economy 697
The Workforce 700
Organizations 701
Implications for OD's Future 702
Summary J08
Notes yog
Integrative Cases y\2
B. R. Richardson Timber Products Corporation 712
Building the Cuyahoga River Valley Organization* 728
Black Decker International: Globalization of the Architectural Hardware Line 738
Glossary 74o
Name Index 75^
Subject Index 7^0 |
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| spellingShingle | Cummings, Thomas G. Worley, Christopher G. Organization development and change Organisatiesociologie gtt Organisatieverandering gtt aOrganizational change aOrganization aIndustrial organization Organisationsentwicklung (DE-588)4126887-8 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationstheorie (DE-588)4121434-1 gnd |
| subject_GND | (DE-588)4126887-8 (DE-588)4075693-2 (DE-588)4121434-1 |
| title | Organization development and change |
| title_auth | Organization development and change |
| title_exact_search | Organization development and change |
| title_exact_search_txtP | Organization development and change |
| title_full | Organization development and change Thomas G. Cummings ; Christopher G. Worley |
| title_fullStr | Organization development and change Thomas G. Cummings ; Christopher G. Worley |
| title_full_unstemmed | Organization development and change Thomas G. Cummings ; Christopher G. Worley |
| title_short | Organization development and change |
| title_sort | organization development and change |
| topic | Organisatiesociologie gtt Organisatieverandering gtt aOrganizational change aOrganization aIndustrial organization Organisationsentwicklung (DE-588)4126887-8 gnd Organisationswandel (DE-588)4075693-2 gnd Organisationstheorie (DE-588)4121434-1 gnd |
| topic_facet | Organisatiesociologie Organisatieverandering aOrganizational change aOrganization aIndustrial organization Organisationsentwicklung Organisationswandel Organisationstheorie Handboeken (vorm) Leermiddelen (vorm) |
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