Title:
Cases and exercises in organization development & change
Publication Information:
Thousand Oaks, Calif. : SAGE, c2012
Physical Description:
x, 350 p. : ill. ; 24 cm.
ISBN:
9781412987738
Added Author:
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010298821 | HD58.8 C374 2012 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
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.
Table of Contents
| Introduction to Organization Development and Case Study AnalysisDonald L. Anderson |
| Part I Cases in the Organization Development Process |
| Case 1 Contracting for Succcess: Scoping Large Organizational Change EffortsLaurie K. Cure and Marilyn Schock |
| Case 2 The Discipline Dilemma in Rainbow High SchoolLize AE Booysen and Stella M. Nkomo |
| Case 3 a Case of Wine: Assessing the Organizational Culture at Resolute WineryFranziska 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 ProductsBruce O. Mabee |
| Case 7 The Ivory Tower Opens UpAlexandra Michel and Katrin Noefer |
| Case 8 Engineering Culture Change with Strategic InitiativesNicole M. Laster |
| Case 9 Organization Culture - Diagnosis and FeedbackMary K. Foster and Vicki F. Taylor |
| Case 10 Engaging Broader Leaders in the Strategic Planning of Lincoln Women's ServicesBruce O. Mabee |
| Case 11 Resistance to Change: Technology Implementation in the Public SectorMaria 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 DevelopmentDonald L. Anderson |
| Case 14 To Change Without Appearing to Change: Creating Stability in a Multi-Change/Multi-Resolution Government AgencyMatthew G. Isbell |
| Case 15 When a Contract Is Not EnoughMargaret DiCocco and Matthew J. Borneman |
| Case 16 Measuring Organizational Effectiveness in the Nonprofit Sector: The Case of the Community Action NetworkMatt Koschmann |
| Case 17 Not in Watertight Compartments: Service Quality Improvement & Organization DevelopmentPaola Falcone |
| Part II Cases in Organization Development Interventions |
| Case 18 Global Chain of Command: a Japanese Multi-National Manufacturer in the United StatesSachiyo Shearman |
| Case 19 Safe Passage: An NGO in Guatemala City Responds to a Leadership CrisisCandace Martinez |
| Case 20 The Case of Jim: a Vice President in a National Non-Profit AssociationCynthia Roman |
| Case 21 a Small World After AllRodney L. Lowman |
| Case 22 Accounting Team Problems at Acme ManufacturingMaggie Glick |
| Case 23 Who's Making the Decisions at Livingston University?Andrea M. Pampaloni |
| Case 24 Greencycle PublishingDonald L. Anderson and Jennifer A. Thompson |
| Case 25 When a Team Breaks in TwoScott Dickmeyer |
| Case 26 Diggins/Reinholdt Plastics, Inc.: a Study in Resistance to Change in the Aftermath of a MergerPatricia A. Lapoint and Carrol R. Haggard |
| Case 27 Whole Organizational Design InterventionJulie Williamson and Rachel Thomas |
| Case 28 The Change Story of Yellow Auto CompanyAlev Katrinli and Gulem Atabay and Gonca Gunay and Burcu Guneri Cangarli |
| Case 29 We Must Learn to Innovate!: Culture Change (and Shock) in a Consumer Packaged Goods CompanyJeremy P. Fyke and G. Alan Fyke |
| Case 30 Sticker Shock in an Organization That Will Not Stick TogetherBarbara 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 |
