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Anderson

Cases and Exercises in Organization Development & Change

Medium: Buch
ISBN: 978-1-4129-8773-8
Verlag: SAGE Publications, Inc
Erscheinungstermin: 10.08.2011
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Designed for courses in organization development and change, this is a comprehensive collection of case studies and exercises. Original cases are written by experts in the field and designed to focus very precisely on a specific topic in the OD process or intervention method. Each case is accompanied by learning objectives, discussion questions, references, and suggested additional readings. They represent a wide range of industries in which OD is practised, including for-profit businesses, educational institutions, government agencies, and health care organizations, and they address common ethical dilemmas experienced by practitioners. Exercises include self-assessment tools, role-play exercises, and individual or group simulation exercises to enhance students' skill development in acting as change agents.

Produkteigenschaften

  • Artikelnummer: 9781412987738
  • Medium: Buch
  • ISBN: 978-1-4129-8773-8
  • Verlag: SAGE Publications, Inc
  • Erscheinungstermin: 10.08.2011
  • Sprache(n): Englisch
  • Auflage: 1. Auflage 2011
  • Produktform: Kartoniert
  • Gewicht: 570 g
  • Seiten: 368
  • Format (B x H x T): 192 x 241 x 15 mm
  • Ausgabetyp: Kein, Unbekannt
  • Nachauflage: 978-1-5063-4447-8

Themen

Autoren/Hrsg.

Autoren

Herausgeber

Donald L. Anderson, Ph.D., University of Colorado, teaches organization development at the University of Denver and organization design at the University of Colorado, Boulder. He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson’s research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication. He is the author of the text Organization Design: Creating Strategic and Agile Organizations (SAGE, 2019) and editor of the text Cases and Exercises in Organization Development & Change (2nd ed., SAGE, 2017).

Introduction to Organization Development and Case Study Analysis - Donald L. Anderson
Part I: Cases in the Organization Development Process
Case 1. Contracting for Success: Scoping Large Organizational Change Efforts - Laurie K. Cure and Marilyn Schock
Case 2. The Discipline Dilemma in Rainbow High School - Lize AE Booysen and Stella M. Nkomo
Case 3. A Case of Wine: Assessing the Organizational Culture at Resolute Winery - Franziska Macur and Kenneth M. Macur
Case 4. Utilizing Exploratory Qualitative Data Collection in Small Organizations: Consulting for the Multi-Cultural Community Connections (MCC) - Cerise L. Glenn and Shawn D. Long
Case 5. Identifying the Scope of Work at Dixie Textiles, Inc. - Brian J. O'Leary and Christopher J. L. Cunningham
Case 6. A Manufacturing Crisis in Bayrischer Silicon Products - Bruce O. Mabee
Case 7. The Ivory Tower Opens Up - Alexandra Michel and Katrin Noefer
Case 8. Engineering Culture Change with Strategic Initiatives - Nicole M. Laster
Case 9. Organization Culture - Diagnosis and Feedback - Mary K. Foster and Vicki F. Taylor
Case 10. Engaging Broader Leaders in the Strategic Planning of Lincoln Women's Services - Bruce O. Mabee
Case 11. Resistance to Change: Technology Implementation in the Public Sector - Maria Vakola
Case 12. Resistance to Change: Assessing Readiness for the Implementation of an Enterprise Resource Planning (ERP) System at Meddev Inc. - Pravin A. Rodrigues and Aruna Fernandes Rodrigues
Case 13. Where Do We Begin? Selecting an Intervention at the Springfield County Office of Economic Development - Donald L. Anderson
Case 14. To Change Without Appearing to Change: Creating Stability in a Multi-Change/Multi-Resolution Government Agency - Matthew G. Isbell
Case 15. When a Contract Is Not Enough - Margaret DiCocco and Matthew J. Borneman
Case 16. Measuring Organizational Effectiveness in the Nonprofit Sector: The Case of the Community Action Network - Matt Koschmann
Case 17. Not in Watertight Compartments: Service Quality Improvement & Organization Development - Paola Falcone
Part II: Cases in Organization Development Interventions
Case 18. Global Chain of Command: A Japanese Multi-National Manufacturer in the United States - Sachiyo Shearman
Case 19. Safe Passage: An NGO in Guatemala City Responds to a Leadership Crisis - Candace Martinez
Case 20. The Case of Jim: A Vice President in a National Non-Profit Association - Cynthia Roman
Case 21. A Small World After All - Rodney L. Lowman
Case 22. Accounting Team Problems at Acme Manufacturing - Maggie Glick
Case 23. Who's Making the Decisions at Livingston University? - Andrea M. Pampaloni
Case 24. Greencycle Publishing - Donald L. Anderson and Jennifer A. Thompson
Case 25. When a Team Breaks in Two - Scott Dickmeyer
Case 26. Diggins/Reinholdt Plastics, Inc.: A Study in Resistance to Change in the Aftermath of a Merger - Patricia A. Lapoint and Carrol R. Haggard
Case 27. Whole Organizational Design Intervention - Julie Williamson and Rachel Thomas
Case 28. The Change Story of Yellow Auto Company - Alev Katrinli, Gulem Atabay, Gonca Gunay and Burcu Guneri Cangarli
Case 29. We Must Learn to Innovate!: Culture Change (and Shock) in a Consumer Packaged Goods Company - Jeremy P. Fyke and G. Alan Fyke
Case 30. Sticker Shock in an Organization That Will Not Stick Together - Barbara A. Ritter
Part III: Exercises in Organization Development and Change
Exercise 1. Contracting with a Client
Exercise 2. Organization Development Practitioner Skills
Exercise 3. Data Gathering
Exercise 4. Giving Feedback
Exercise 5. Resistance to Change
Exercise 6. Resistance to Change Scale
Exercise 7. Cynicism about Organizational Change
Exercise 8. Myers-Briggs Type Indicator
Exercise 9. Coaching and Individual Instruments
Exercise 10. Team Values
Exercise 11. Team Diagnosis and Intervention?
Exercise 12. Team Facilitation
Exercise 13. Identifying and Changing Organizational Culture
Exercise 14. Perceived Organizational Innovativeness Scale
Exercise 15. Designing and Redesigning Organizations