Managing change through training and development:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | Undetermined |
| Published: |
London
Kogan
1991
|
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | 217 S. |
| ISBN: | 0749404272 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | Contents
Acknowledgements 8
Foreword by Roger Buckley 9
1 About this book 11
Introduction 11
The context 12
The purpose 14
The content and structure 15
The nature and use of the book 16
Some initial definitions 17
2 The nature of change 20
Change as experienced by species 21
Change as experienced by individuals 21
Change as experienced by organizations 23
So what s new? 26
3 Planned organization change 28
A definition and exploration of planned change 29
A change process 30
Summary 43
4 Organization development 44
OD and planned change 44
OD defined 46
The nature of OD 49
History and progress of OD 51
Some further perspectives on OD 56
Summary 62
5 Three major OD methodologies 64
The Managerial Grid 65
The Survey Feedback method 73
Process Consultation 79
OD in practice: two case studies 83
Summary 86
6 Theories of groups and teams 87
Defining/identifying a group 87
Operating dynamics of groups 90
Process functions 93
Features of effective groups 97
A model of group development 98
An alternative theory of groups 102
A theory of effective teams 103
Summary 105
7 Facilitating learning groups 106
The contexts of facilitating 106
Facilitating defined 108
Establishing and maintaining an appropriate climate 109
Giving and receiving feedback 116
Intervention skills 119
Summary 124
8 Team development 125
Team development defined 125
The role of teams in work organizations 127
A diagnostic model 130
A classification model 135
General principles of team skills development 137
Some team development activities 139
Team development in action 146
Summary 149
9 Theories of learning and attitude change 150
The three levels of existence 150
The problem of behaviour 151
System Beta 153
Experiential learning 156
Applying theory in practice 161
Attitude formation and change 163
The nature of attitudes 166
Methods of attitude change 167
Summary 171
10 Approaches to individual change and development 172
Self-development 173
Utilizing self-development in organizations 178
Action learning 184
Self- and peer-assessment 189
Structured group learning 194
Summary 200
11 The role and contribution of training and development 201
An overall framework of managing change 201
Using training interventions 205
The overall contribution of training and development 209
Implications for training practitioners 211
An alternative view on managing change 212
Summary 214
Bibliography 215
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| institution | BVB |
| isbn | 0749404272 |
| language | Undetermined |
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| publishDate | 1991 |
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| spelling | Stewart, Jim Verfasser aut Managing change through training and development Jim Stewart London Kogan 1991 217 S. txt rdacontent n rdamedia nc rdacarrier HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021704546&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Stewart, Jim Managing change through training and development |
| title | Managing change through training and development |
| title_auth | Managing change through training and development |
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| title_fullStr | Managing change through training and development Jim Stewart |
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