杭州电子科技大学图书馆书目检索系统

Online Public Access Catalogue

题名/责任者:

Cases and exercises in organization development & change / editor Donald L. Anderson.

出版发行项:

Los Angeles : Sage, 2012.

ISBN:

9781412987738

ISBN:

1412987733

载体形态项:

x, 350 p. : ill. ; 24 cm.

附加个人名称:

Anderson, Donald L., 1971-

论题主题:

Organizational change-Case studies.

论题主题:

Organizational behavior-Case studies.

论题主题:

Management-Case studies.

论题主题:

Organizational change-Problems, exercises, etc.

论题主题:

Organizational behavior-Problems, exercises, etc.

论题主题:

Management-Problems, exercises, etc.

中图法分类号:

C93

一般附注:

Includes bibliographical references.

内容附注:

I. Cases in the organization development process -- Contracting for success: scoping large organizational change efforts -- The discipline dilemma in Rainbow High School -- A case of wine: assessing the organizational culture at Resolute Winery -- Utilizing exploratory qualitative data collection in small organizations: consulting for the multicultural community connections -- Identifying the scope of work at Dixie Weaving, Inc. -- Manufacturing crisis in Bayricher Silicon Products -- The ivory tower opens up -- Engineering culture change with strategic initiatives -- Organization culture: diagnosis and feedback -- Engaging broader leaders in the strategic planning of Lincoln Women's Services -- Resistance to change: technology development in the public sector -- Resistance to change: assessing readiness for the implementation of an Enterprise Resource Planning (ERP) system at MedDev, inc. -- Where do we begin? Selecting an intervention at the Springfield County Office of Economic Development -- To change without appearing to change: creating stability in a multichange/multiresolution government agency -- When a contract is not enough -- Measuring organizational effectiveness in the nonprofit sector: the case of the community action network -- Not in watertight compartments: service quality improvement and organization development --

内容附注:

II. Cases in organization development interventions -- Global chain of command: a Japanese multinational manufacturer in the United States -- Safe passage: an NGO in Guatemala responds to a leadership crisis -- The case of Jim: a vice president in a national nonprofit organization -- A small world after all -- Accounting team problems at Acme Manufacturing -- Who's making the decisions at Livingston University? -- Greencycle Publishing -- When a team breaks in two -- Diggins/Reinholdt Plastics, Inc.: a study in resistance to change and the aftermath of a merger -- Whole organizational design intervention -- The change story of Yellow Auto Company -- We must learn to innovate! Culture change (and shock) in a consumer packaged goods company -- Sticker shock in an organization that will not stick together -- III. Exercises in organization development and change -- Contracting with a client -- Organization development practitioner skills -- Data gathering -- Giving feedback -- Resistance to change -- Resistance to change scale -- Cynicism about organizational change -- Sustaining change -- Evaluating and exiting interventions -- Global issues in OD -- Individual interventions -- Team interventions -- Whole organization interventions.

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