http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
xiv, 447 pages : illustrations, maps ; 28 cm.
Cummings/Worley's market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 12th Edition, blends rigor and relevance in a clear and logical presentation. The authors work from a strong evidence-based foundation to describe, in comprehensive and practical terms, how behavioral science knowledge can be used to develop and change organizational strategies, structures and processes.
ART I: OVERVIEW OF ORGANIZATION DEVELOPMENT -- 1. Introduction to Organization Development -- 2. The Nature of Planned Change -- PART II: THE PROCESS OF ORGANIZATION DEVELOPMENT -- 3. Entering and Contracting -- 4. Diagnosing -- 5. Collecting, Analyzing, and Feedback Back Diagnostic Information -- 6. Designing and Implementing Organization Development Interventions -- 7. Evaluating and Reinforcing Organization Development Interventions -- PART III: HUMAN PROCESS INTERVENTIONS -- 8. Personal, Interpersonal, and Group Process Approaches -- 9. Organization Process Approaches -- PART IV: TECHNOSTRUCTURAL INTERVENTIONS -- 10. Employee Involvement.11. Work Design -- PART V: HUMAN RESOURCE INTERVENTIONS -- 12. Performance Management -- 13. Talent Development -- PART VI: LARGE-SCALE INTERVENTIONS -- 14. Fundamentals of Large-Scale Change -- 15. Large-Scale Organization Change -- 16. Large-Scale Multi-Organization Change -- 17. Future Directions in Organization Development -- Integrative Cases -- Glossary -- Name Index -- Subject Index.
Thomas G. Cummings, University of Southern California, Christopher G. Worley, Pepperdine University.
Includes bibliographical references and indexes.