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A streamlined version of Cummings and Worley's market-leading Organization Development and Change, this text applies behavioral science knowledge to the development of organization strategies, structures, and processes. It is ideal for short courses or those that include more case work or outside projects.

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• Preface(p. xiii)
• Part 1 Overview of Organization Development(p. 1)
• Chapter 1 General Introduction to Organization Development(p. 2)
• Organization Development Defined(p. 2)
• The Growth and Relevance of Organization Development(p. 4)
• Who Is the Organization Development Practitioner?(p. 5)
• A Short History of Organization Development(p. 7)
• Laboratory Training Background(p. 8)
• Action Research and Survey Feedback Background(p. 8)
• Participative Management Background(p. 10)
• Productivity and Quality-of-Work-Life Background(p. 10)
• Strategic Change Background(p. 12)
• Overview of the Book(p. 13)
• Summary(p. 14)
• Notes(p. 15)
• Chapter 2 The Nature of Planned Change(p. 17)
• Theories of Planned Change(p. 17)
• Lewin's Change Model(p. 17)
• Action Research Model(p. 18)
• Contemporary Adaptations of Action Research(p. 21)
• General Model of Planned Change(p. 23)
• Entering and Contracting(p. 23)
• Diagnosing(p. 24)
• Planning and Implementing Change(p. 24)
• Evaluating and Institutionalizing Change(p. 24)
• Different Types of Planned Change(p. 25)
• Magnitude of Change(p. 25)
• Degree of Organization(p. 26)
• Domestic vs. International Settings(p. 28)
• Critique of Planned Change(p. 28)
• Values and Ethics in OD(p. 29)
• Values in Organization Development(p. 30)
• Ethical Dilemmas in Organization Development(p. 30)
• Summary(p. 33)
• Notes(p. 34)
• Appendix Ethical Guidelines for an Organization Development/Human Systems Development (OD/HSD) Professional(p. 37)
• Part 2 The Process of Organization Development(p. 43)
• Chapter 3 Entering and Contracting(p. 44)
• Entering into an OD Relationship(p. 45)
• Clarifying the Organizational Issue(p. 45)
• Determining the Relevant Client(p. 46)
• Selecting an OD Practitioner(p. 46)
• Developing a Contract(p. 47)
• Mutual Expectations(p. 48)
• Time and Resources(p. 48)
• Ground Rules(p. 48)
• Personal Process Issues in Entering and Contracting(p. 49)
• Summary(p. 49)
• Notes(p. 50)
• Chapter 4 Diagnosing Organizations, Groups, and Jobs(p. 51)
• Open-Systems Model(p. 52)
• Organizations as Open Systems(p. 52)
• Diagnosing Organizational Systems(p. 55)
• Organization-Level Diagnosis(p. 55)
• Application 4.1 Nike's Strategic Orientation(p. 61)
• Group-Level Diagnosis(p. 64)
• Application 4.2 Top-Management Team at Ortiv Glass Corporation(p. 67)
• Individual-Level Diagnosis(p. 69)
• Application 4.3 Job Design at Mot Surgical Corporation(p. 72)
• Summary(p. 74)
• Notes(p. 75)
• Chapter 5 Collecting, Analyzing, and Feeding Back Diagnostic Information(p. 77)
• The Diagnostic Relationship(p. 77)
• Methods for Collecting Data(p. 79)
• Questionnaires(p. 80)
• Interviews(p. 81)
• Observations(p. 82)
• Unobtrusive Measures(p. 83)
• Techniques for Analyzing Data(p. 83)
• Qualitative Tools(p. 84)
• Quantitative Tools(p. 85)
• Feeding Back Diagnostic Information(p. 89)
• Determining the Content of the Feedback(p. 90)
• Characteristics of the Feedback Process(p. 91)
• Survey Feedback(p. 93)
• Application Stages(p. 93)
• Summary(p. 94)
• Notes(p. 95)
• Chapter 6 Designing Interventions(p. 97)
• What Are Effective Interventions?(p. 97)
• How to Design Effective Interventions(p. 98)
• Contingencies Related to the Change Situation(p. 98)
• Contingencies Related to the Target of Change(p. 100)
• Overview of Interventions(p. 103)
• Human Process Interventions(p. 103)
• Technostructural Interventions(p. 104)
• Human Resources Management Interventions(p. 105)
• Strategic Interventions(p. 105)
• Summary(p. 106)
• Notes(p. 107)
• Chapter 7 Leading and Managing Change(p. 108)
• Motivating Change(p. 109)
• Creating Readiness for Change(p. 110)
• Overcoming Resistance to Change(p. 111)
• Creating a Vision(p. 112)
• Describing the Core Ideology(p. 113)
• Constructing the Envisioned Future(p. 114)
• Developing Political Support(p. 114)
• Assessing Change Agent Power(p. 115)
• Identifying Key Stakeholders(p. 116)
• Influencing Stakeholders(p. 116)
• Managing the Transition(p. 117)
• Activity Planning(p. 118)
• Commitment Planning(p. 118)
• Change-Management Structures(p. 118)
• Sustaining and Institutionalizing Change(p. 119)
• Providing Resources for Change(p. 119)
• Developing and Reinforcing New Competencies and Skills(p. 120)
• Staying the Course(p. 121)
• Socializing New Behaviors(p. 121)
• Diffusing the Intervention(p. 121)
• Evaluating Change(p. 122)
• Summary(p. 123)
• Notes(p. 124)
• Part 3 Organization Development Interventions(p. 127)
• Chapter 8 Human Process Interventions(p. 128)
• Process Consultation(p. 128)
• Principles of Process Consultation(p. 128)
• Interpersonal and Group Processes(p. 129)
• Basic Process Interventions(p. 132)
• When Is Process Consultation Appropriate?(p. 133)
• Team Building(p. 133)
• Team-Building Activities(p. 134)
• Types of Team Building(p. 136)
• The Manager's Role in Team Building(p. 138)
• Conflict Resolution(p. 139)
• Interpersonal Conflict Resolution(p. 139)
• An Episodic Model of Conflict(p. 139)
• Facilitating the Conflict Resolution Process(p. 140)
• Intergroup Conflict Resolution(p. 141)
• Large-Group Interventions(p. 143)
• Application Stages(p. 143)
• Summary(p. 146)
• Notes(p. 147)
• Chapter 9 Restructuring Organizations(p. 148)
• Structural Design(p. 148)
• The Functional Organization(p. 149)
• The Self-Contained-Unit Organization(p. 151)
• The Matrix Organization(p. 152)
• Process-Based Structures(p. 155)
• Network-Based Structures(p. 157)
• Downsizing(p. 160)
• Application Stages(p. 161)
• Reenginering(p. 164)
• Application Stages(p. 165)
• Summary(p. 169)
• Notes(p. 169)
• Chapter 10 Employee Involvement(p. 172)
• Definition of Employee Involvement(p. 172)
• How Employee Involvement Affects Productivity(p. 173)
• Parallel Structures(p. 175)
• High-Involvement Organizations(p. 177)
• Features of High-Involvement Organizations(p. 177)
• Application Factors(p. 179)
• Total Quality Management(p. 180)
• Summary(p. 183)
• Notes(p. 183)
• Chapter 11 Work Design(p. 185)
• The Engineering Approach(p. 185)
• The Motivational Approach(p. 186)
• The Core Dimensions of Jobs(p. 186)
• Individual Differences(p. 188)
• Application Stages(p. 188)
• Barriers to Job Enrichment(p. 190)
• The Sociotechnical Systems Approach(p. 191)
• Self-Managed Work Teams(p. 192)
• Application Stages(p. 195)
• Designing Work for Technical and Personal Needs(p. 196)
• Technical Factors(p. 197)
• Personal-Need Factors(p. 198)
• Meeting Both Technical and Personal Needs(p. 200)
• Summary(p. 201)
• Notes(p. 201)
• Chapter 12 Human Resources Management Interventions(p. 204)
• Performance Management(p. 204)
• Goal Setting(p. 205)
• Performance Appraisal(p. 207)
• Reward Systems(p. 211)
• Career Planning and Development Interventions(p. 219)
• Career Stages(p. 219)
• Career Planning(p. 221)
• Career Development(p. 222)
• Workforce Diversity Interventions(p. 227)
• Age(p. 227)
• Gender(p. 229)
• Disability(p. 229)
• Culture and Values(p. 230)
• Sexual Orientation(p. 231)
• Summary(p. 232)
• Notes(p. 232)
• Chapter 13 Organization and Environment Relationships(p. 236)
• Organization and Environment Framework(p. 236)
• Environmental Types(p. 236)
• Environmental Dimensions(p. 237)
• Organizational Responses(p. 239)
• Integrated Strategic Change(p. 241)
• Key Features(p. 241)
• Application Stages(p. 241)
• Transorganizational Development(p. 244)
• Transorganizational Systems and Their Problems(p. 244)
• Application Stages(p. 245)
• Mergers and Acquisitions(p. 247)
• MandA Rationale(p. 247)
• Application Stages(p. 248)
• Summary(p. 252)
• Notes(p. 253)
• Chapter 14 Organization Transformation(p. 257)
• Characteristics of Transformational Change(p. 257)
• Change Is Triggered by Environmental and Internal Disruptions(p. 257)
• Change Is Systemic and Revolutionary(p. 258)
• Change Demands a New Organizing Paradigm(p. 258)
• Change Is Driven by Senior Executives and Line Management(p. 258)
• Continuous Learning and Change(p. 259)
• Culture Change(p. 259)
• Diagnosing Organization Culture(p. 259)
• Changing Corporate Culture(p. 261)
• Self-Designing Organizations(p. 263)
• The Demands of Transformational Change(p. 263)
• Application Stages(p. 264)
• Organization Learning and Knowledge Management(p. 265)
• Conceptual Framework(p. 266)
• Characteristics of a Learning Organization(p. 267)
• Organization Learning Processes(p. 269)
• Organization Knowledge(p. 271)
• Summary(p. 273)
• Notes(p. 274)
• Part 4 The Future of Organization Development(p. 279)
• Chapter 15 Organization Development in Global Settings(p. 280)
• Organization Development Outside the United States(p. 280)
• Cultural Context(p. 280)
• Economic Development(p. 282)
• How Cultural Context and Economic Development Affect OD Practice(p. 283)
• Worldwide Organization Development(p. 288)
• What Is a Worldwide Organization?(p. 288)
• Worldwide Strategic Orientations(p. 288)
• Changing Worldwide Strategic Orientations(p. 293)
• Global Social Change(p. 294)
• Global Social Change Organizations: What Are They?(p. 294)
• Application Stages(p. 295)
• Summary(p. 297)
• Notes(p. 298)
• Chapter 16 Future Directions in Organization Development(p. 302)
• Trends in the Context of Organization Development(p. 302)
• The Economy(p. 302)
• The Workforce(p. 304)
• Technology(p. 304)
• The Organization(p. 305)
• Implications for OD's Future(p. 306)
• OD Will Be More Embedded in the Organization's Operations(p. 307)
• OD Processes Will Be More Technologically Enabled(p. 307)
• OD Cycle Times Will Be Shorter(p. 308)
• OD Will Be More Innovation and Learning Oriented(p. 308)
• OD Will Be More Interdisciplinary(p. 309)
• OD Will Work with More Diverse Client Organizations(p. 310)
• OD Will Become More Cross-Cultural(p. 311)
• OD Will Become More Clear About Values(p. 311)
• Summary(p. 312)
• Notes(p. 312)
• Name Index(p. 315)
• Subject Index(p. 323)