Title: Handbook of Organizational Consultation, 2nd Edition - Revised and Expanded Author: Golembiewski; Golembiewski, Robert T.; ISBN: 0824703219 / 9780824703219 Format: Hard Cover Pages: 1080 Publisher: Marcel Dekker Year: 2000 Availability: In Stock
Description
Contents
Reflecting over six years of changes in the field, the Second Edition of this lauded reference/text exhaustively analyzes all aspects of organizational consulting-including normative, empirical, and political topics-and offers a broad view of consultation diagnoses, problem centers, and interventions.
Retaining the structural integrity and objectives of the first edition, the updated Handbook of Organizational Consultation, Second Edition forecasts future developments in consultation techniques, as by using the Delphi Method....maximizes the latest strategies for team development, sustenance, and success....illustrates the most productive and healthy organizational changes at various stages of organizational consultation....develops new models for organization and change in the Knowledge Age....applies the most recent organizational development techniques to consultation practices......enhances the successful "6 perspectives" approach to provide multiple classifications of all chapters....demonstrates how to respond to fast-changing international markets, including mergers, transitions, transformations, and global perspectives....and much more.
Preface to the Second Edition
Preface to the First Edition
Contributors
Chapter 1 : Six Orientations for the Reader : An Interpretive Introduction Chapter 2 : Development, Transition, or Transformation : Bringing Change Leadership into the Twenty-First Century Chapter 3 : Selecting and Energizing a Team Chapter 4 : Managers and Project Leaders Conducting Their Own Action Research Interventions Chapter 5 : Linking Measurement to Motivation Chapter 6 : The Consulcube : Strategies for Consultation Chapter 7 : Consultation in Schools as Organizations for Learning Chapter 8 : Five Stages for Self-Evaluating Organizations Chapter 9 : Preventing Regression in Team Building : A Longitudinal Study of the Personal Management Interview Chapter 10 : The Psychological Contract Chapter 11 : Models of Development and Issues They Raise for Consultants Chapter 12 : Operating Systems Interventions Chapter 13 : American Quality : Born Again Chapter 14 : Team Building and Its Risks Chapter 15 : Using the Search Conference Technique for Team Socialization and Strategic Planning Chapter 16 : Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management Chapter 17 : Preentry Issues Revisited Chapter 18 : Applying Action Research to Public Sector Problems : International Perspectives Chapter 19 : Using Large System Designs and Action Research to Develop Interorganizational Networks Chapter 20 : Perceiving, Evaluating, and Responding to Change : An Interlevel Approach Chapter 21 : Making Teams Work : Implications for Consulting Practice Chapter 22 : Sociotechnical Systems Consultation Chapter 23 : Performance Appraisal Techniques and Applications : Guides for Consultants Chapter 24 : Managing Organizational Conflict Chapter 25 : A Two-Phase Planning Process for Managing Change in Organizations Chapter 26 : Micro and Macro Perspectives on Gain Sharing : Achieving Organizational Change with Alternative Reward Strategies Chapter 27 : Goal-Setting Programs : An Agenda for Practitioners Chapter 28 : Enlivening Developmental Relationships : The Next Best Thing to Mentoring and Coaching Chapter 29 : Strategies for Organizational Transition Chapter 30 : Organizational Effectiveness and Development at Different Stages of Growth : Implications for Consultants Chapter 31 : Sexual Harassment : What’s Old, What’s New? Chapter 32 : A Statement of Values and Ethics by Professionals in Organization and Human Systems Development Chapter 33 : Issues in Ending Consultancies Chapter 34 : Alternative Models for Structuring Work Chapter 35 : Aspects of “Executive Constellations” That Can Trouble Consulting Chapter 36 : Balance as a Useful Metaphor for Consultation and Fly-fishing, Too Chapter 37 : Burnout as a Focus for Consultants : Significance, Incidence, and Persistence of Phases Chapter 38 : Career-Planning Design Chapter 39 : Competence via Regenerative Systems Chapter 40 : Contextual Specificity in Consultation : Similarities and Differences Between Business and Public Sectors Chapter 41 : Continued Employability : More of the Old Fast-Shuffle, or an Emerging New Balance? Chapter 42 : Demotion Design : An Option for Forward-Looking Organizations Chapter 43 : Diversity as Shining Goal or Sham? Equifinality Definitely Does Not Apply Chapter 44 : Easing the Rigors of Mergers : Some guidelines from Experience Chapter 45 : Features of Energizing Data Chapter 46 : Fine-Tuning Appreciative Inquiry : Two Ways of Circumscribing the Concept’s Value-Added Chapter 47 : Flexi Time and Employee Control Over Work Chapter 48 : Giving Effective Feedback Chapter 49 : Group Norms as Levers for Consultants Chapter 50 : Humans as Need-Fulfilling : Implications for Consultants Chapter 51 : Lessons from Downsizing : Some Things to Avoid and Others to Emphasize Chapter 52 : Managerial Responses to Transitions in Adult Development Chapter 53 : Managing Transitions Chapter 54 : Model This, Model That : Consultants Can’t Do Without Them Chapter 55 : Musings About Transformation : Is That Someone on a White Horse Coming Around the Corner? Chapter 56 : Organization Cultures via Distinguishing Assumptions Chapter 57 : Organizational Development in the Family Chapter 58 : Organizational Stages and Consultant Choice Making : A Critical Junction Chapter 59 : Perspectives on My Consulting Practice : Looking Backward While Moving On Chapter 60 : Process and Structure as Central in Total Quality Management Chapter 61 : “Promise Not to Tell” : Confidentiality in Consultation Chapter 62 : Psychological Contracts at Work Chapter 63 : Resilience and Change at Three Levels Chapter 64 : Risking Consultative Relationships to Stay Really Alive Chapter 65 : Role Analysis Technique Chapter 66 : Role Negotiation as a Controlling Design Chapter 67 : Sensing Groups in Consultation Chapter 68 : Sociopathology in Today’s Organizations : Major Contributing Features, and Ways of Blunting Their Impact Chapter 69 : Stakeholders in Consultation Chapter 70 : Success Rates in Planned Change : Five Aspects of an Optimistic Diagnosis Chapter 71 : The Dominant Intervention Theory and Its Selected Shortfalls Chapter 72 : The Intervenor’s World : Overall Features and Special Traps Chapter 73 : Three Models of Learning : Choices and Consequences Chapter 74 : Toward a Process Orientation Chapter 75 : Town Meeting as a Super-Optimum Solution in a Cutback Mode Chapter 76 : Vision or Core Mission Chapter 77 : Voluntary Organizations : Some Worthwhile Lessons Chapter 78 : Confrontation Design : Training and Relational Learning Chapter 79 : Third-Party Consultation : Basic Features and One Misapplication Chapter 80 : High-Performing Teams : A Definition Chapter 81 : Quality of Work Life for Consultants Chapter 82 : The Interview as a Consulting Tool : Lessons from the Hiring Interview Chapter 83 : The Perils of Intensive Management Training and How to Avoid Them Chapter 84 : Facilitating Organizational Change Through Survey/Feedback and Implementation Chapter 85 : Approaches to Organizational Needs Assessment Chapter 86 : How Consultants Can Anticipate and Trigger Group Development : Alternative Models and Their Applied Implications Chapter 87 : Productivity and the Quality of Work Life Chapter 88 : Forecasting the Future : The Delphi Method in Organizational Consulting Chapter 89 : Project Management for Organizational Consulting Chapter 90 : How to Give Meaningful Praise Chapter 91 : Managing the Older Worker Chapter 92 : Emotions and Consultancy : Toward a Psychology of Helping Chapter 93 : Knowing and Surfacing Organizational Culture : A Consultant’s Guide Chapter 94 : Cross-Cultural Perspectives Chapter 95 : A Model for Negotiation Chapter 96 : Organizational Innovation as the Management of Interdependencies in Networks Chapter 97 : Downsizing as a Mode of Organizational Change Chapter 98 : Ethical Issues in Organizational Consultation Chapter 99 : Essential Competencies for Internal and External OD Consultants Chapter 100 : Organizing in the Knowledge Age : Anticipating the Cellular Form Chapter 101 : An Intersection : Collaboration and Self Concept Chapter 102 : A Typology of Change Programs : A Road Map to Change Programs and Their Differences from a Global Perspective Chapter 103 : Group Support Systems : An Organization Development Intervention to Combat Groupthink Chapter 104 : Privacy : Legal and Ethical Considerations for Consultants Chapter 105 : Organizational Change as Applied Art : Blending Pace, Magnitude, and Depth Chapter 106 : Process Consulting Guidelines for Development Assistance, with Case Study Chapter 107 : Techniques for the Management of Organizational Change Chapter 108 : The Production of Usable Knowledge Chapter 109 : Process Consulting in a Content Field Chapter 110 : A Burnout Workshop : Design and Rationale Chapter 111 : Burnout in Organizational Consultation Chapter 112 : Managing Organizational Change : A Primer for Consultants and Managers Chapter 113 : Employee Assistance Programs and Workplace Consultation : Change, Opportunities, and Barriers as We Enter the Twenty-First Century Chapter 114 : Tailored Management Development as a Vehicle for Strategy Implementation Chapter 115 : Models of Consultation : What Do Organizations of the Twenty-First Century Need? Chapter 116 : Time Management Hints Chapter 117 : Creating the Learning Organization : Beyond Mechanisms Chapter 118 : Creating Work Cultures with Competitive Advantage Chapter 119 : Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach Chapter 120 : Self-Awareness : An Essential Element Underlying Consultant Effectiveness Chapter 121 : Values, People, and Organizations Chapter 122 : Defective Group Decisions : Diagnosis and Intervention in Situations of Misguided Agreement Chapter 123 : Roles in Group Development Chapter 124 : Strategic Planning Chapter 125 : Culture-Focused T Group : Laboratory Learning from the Interpretive Perspective Chapter 126 : Consulting as Empowerment : Building Capacity Through Participatory Research, Experiential Learning, and Awareness Chapter 127 : Critical Factors in Team Success : Diagnostic Questions for Team Leaders and Facilitators Chapter 128 : Rethinking Organization Development for the Learning Organization Chapter 129 : Developing Effective Community Groups Chapter 130 : Using Success as a Framework for Community-Based Needs Assessment