Organization Development and Change

, by Cummings, Thomas G.; Worley, Christopher G.

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ISBN: 9780324260601 | 0324260601
Cover: Hardcover
Copyright: 3/2/2004

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Market-leading Organization Development and Change blends theory, concepts and applications in a comprehensive and clear presentation. The authors work from a strong theoretical foothold and apply behavioral science knowledge to the development of organizational structures, strategies, and processes.

Preface

xvi

General Introduction to Organization Development

(20)

Organization Development Defined

(3)

The Growth and Relevance of Organization Development

(2)

A Short History of Organization Development

(6)

Laboratory Training Background

(1)

Action Research and Survey Feedback Background

(1)

Normative Background

(1)

Productivity and Quality-of-Work-Life Background

(2)

Strategic Change Background

(1)

Evolution in Organization Development

(2)

Overview of the Book

(3)

Summary

(1)

Notes

(4)

Part 1 OVERVIEW OF ORGANIZATION DEVELOPMENT

(50)

The Nature of Planned Change

(22)

Theories of Planned Change

(6)

Lewin's Change Model

(2)

Action Research Model

(2)

The Positive Model

(2)

Comparisons of Change Models

(1)

General Model of Planned Change

(2)

Entering and Contracting

(1)

Diagnosing

(1)

Planning and Implementing Change

(1)

Evaluating and Institutionalizing Change

(1)

Different Types of Planned Change

(1)

Magnitude of Change

(1)

Planned Change at the San Diego County Regional Airport Authority

(5)

Degree of Organization

(1)

Domestic vs. International Settings

(1)

Planned Change in an Unorganized System

(3)

Critique of Planned Change

(2)

Conceptualization of Planned Change

(1)

Practice of Planned Change

(1)

Summary

(1)

Notes

(3)

The Organization Development Practitioner

(27)

Who Is the Organization Development Practitioner?

(2)

Competencies of an Effective Organization Development Practitioner

(4)

The Professional Organization Development Practitioner

(3)

Role of Organization Development Professionals

(3)

Personal Views of the Internal and External Consulting Positions

(4)

Careers of Organization Development Professionals

(1)

Professional Values

(1)

Professional Ethics

(4)

Ethical Guidelines

(1)

Ethical Dilemmas

(4)

Kindred Todd and the Ethics of OD

(1)

Summary

(1)

Notes

(2)

Appendix Ethical Guidelines for an Organization Development/Human Systems Development (OD/HSD) Professional

(5)

Part 2 THE PROCESS OF ORGANIZATION DEVELOPMENT

(144)

Entering and Contracting

(11)

Entering into an OD Relationship

(3)

Clarifying the Organizational Issue

(1)

Determining the Relevant Client

(1)

Selecting an OD Practitioner

(2)

Developing a Contract

(1)

Mutual Expectations

(1)

Time and Resources

(1)

Entering American Healthways Corporation

(1)

Ground Rules

(1)

Personal Process Issues in Entering and Contracting

(1)

Contracting at American Healthways Corporation

(2)

Summary

(1)

Notes

(1)

Diagnosing Organizations

(17)

What Is Diagnosis?

(1)

The Need for Diagnostic Models

(1)

Open-Systems Model

(4)

Organizations as Open Systems

(1)

Inputs, Transformations, and Outputs

(1)

Boundaries

(1)

Feedback

(1)

Equifinality

(1)

Alignment

(1)

Diagnosing Organizational Systems

(1)

Organization-Level Diagnosis

(5)

Inputs

(1)

Design Components

(2)

Outputs

(1)

Alignment

(1)

Analysis

(1)

Steinway's Strategic Orientation

(4)

Summary

(1)

Notes

(1)

Diagnosing Groups and Jobs

100

(14)

Group-Level Diagnosis

100

(4)

Inputs

100

(1)

Design Components

101

(1)

Outputs

102

(1)

Fits

103

(1)

Analysis

103

(1)

Top Management Team at Ortiv Glass Corporation

104

(2)

Individual-Level Diagnosis

106

(3)

Inputs

106

(1)

Design Components

107

(1)

Fits

108

(1)

Analysis

108

(1)

Job Design at Pepperdine University

109

(3)

Summary

112

(1)

Notes

112

(2)

Collecting and Analyzing Diagnostic Information

114

(18)

The Diagnostic Relationship

114

(2)

Methods for Collecting Data

116

(6)

Questionnaires

117

(2)

Interviews

119

(1)

Observations

120

(1)

Unobtrusive Measures

121

(1)

Sampling

122

(1)

Techniques for Analyzing Data

123

(1)

Qualitative Tools

123

(1)

Collecting and Analyzing Diagnostic Data at American Healthways

124

(6)

Quantitative Tools

126

(4)

Summary

130

(1)

Notes

130

(2)

Feeding Back Diagnostic Information

132

(11)

Determining the Content of the Feedback

132

(2)

Characteristics of the Feedback Process

134

(1)

Survey Feedback

135

(1)

What Are the Steps?

135

(1)

Training OD Practitioners in Data Feedback

136

(3)

Survey Feedback and Organizational Dependencies

138

(1)

Limitations of Survey Feedback

138

(1)

Operations Review and Survey Feedback at Prudential Real Estate Affiliates

139

(2)

Results of Survey Feedback

140

(1)

Summary

141

(1)

Notes

141

(2)

Designing Interventions

143

(12)

What Are Effective Interventions?

143

(1)

How to Design Effective Interventions

144

(5)

Contingencies Related to the Change Situation

144

(1)

Contingencies Related to the Target of Change

145

(4)

Overview of Interventions

149

(4)

Human Process Interventions

149

(1)

Technostructural Interventions

150

(1)

Human Resource Management Interventions

151

(1)

Strategic Interventions

152

(1)

Summary

153

(1)

Notes

153

(2)

Leading and Managing Change

155

(23)

Overview of Change Activities

155

(2)

Motivating Change

157

(3)

Creating Readiness for Change

157

(1)

Overcoming Resistance to Change

158

(2)

Motivating Change at Johnsonville Sausage

160

(1)

Creating a Vision

160

(3)

Describing the Core Ideology

161

(1)

Constructing the Envisioned Future

162

(1)

Developing Political Support

163

(1)

Creating a Vision at Premiere

164

(4)

Assessing Change Agent Power

166

(1)

Identifying Key Stakeholders

166

(1)

Influencing Stakeholders

167

(1)

Managing the Transition

168

(1)

Activity Planning

168

(1)

Commitment Planning

168

(1)

Using Social Networks to Implement Change in a Public Education Institution

169

(1)

Change-Management Structures

169

(1)

Sustaining Momentum

170

(1)

Providing Resources for Change

170

(1)

Building a Support System for Change Agents

170

(1)

Transition Management in the HP-Compaq Acquisition

171

(3)

Developing New Competencies and Skills

172

(1)

Reinforcing New Behaviors

172

(1)

Staying the Course

173

(1)

Sustaining Transformational Change at the Veterans Health Administration

174

Summary

173

(2)

Notes

175

(3)

Evaluating and Institutionalizing Organization Development Interventions

178

(37)

Evaluating Organization Development Interventions

178

(11)

Implementation and Evaluation Feedback

178

(3)

Measurement

181

(5)

Research Design

186

(3)

Institutionalizing Interventions

189

(1)

Evaluating Change and Change Management at the World Bank

190

(7)

Institutionalization Framework

192

(5)

Institutionalizing Structural Change at Hewlett-Packard

197

(1)

Summary

198

(1)

Notes

199

(2)

Selected Cases

201

(14)

It's Your Turn

201

(2)

Sunflower Incorporated

203

(2)

Evaluating the Change Agent Program at Siemens Nixdorf (A)

205

(4)

Initiating Change in the Manufacturing and Distribution Division of PolyProd

209

(6)

Part 3 HUMAN PROCESS INTERVENTIONS

215

(58)

Individual, Interpersonal, and Group Process Approaches

216

(27)

Coaching

216

(2)

What Are the Goals?

217

(1)

Application Stages

217

(1)

The Results of Coaching

218

(1)

Training and Development

218

(2)

What Are the Goals?

219

(1)

Application Stages

219

(1)

The Results of Training

220

(1)

Process Consultation

220

(1)

Leading Your Business at Microsoft Corporation

221

(5)

Group Process

222

(1)

Basic Process Interventions

223

(2)

Results of Process Consultation

225

(1)

Process Consultation at Action Company

226

(1)

Third-Party Interventions

227

(3)

An Episodic Model of Conflict

228

(1)

Facilitating the Conflict Resolution Process

229

(1)

Team-Building

230

(1)

Conflict Management at Balt Healthcare Systems

231

(5)

Team-Building Activities

232

(1)

Activities Relevant to One or More Individuals

232

(3)

Activities Oriented to the Group's Operation and Behavior

235

(1)

Building the Executive Team at Caesars Tahoe

236

(3)

Activities Affecting the Group's Relationship with the Rest of the Organization

237

(1)

The Manager's Role in Team Building

237

(1)

The Results of Team Building

238

(1)

Summary

239

(1)

Notes

240

(3)

Organization Process Approaches

243

(30)

Organization Confrontation Meeting

243

(2)

Application Stages

244

(1)

Results of Confrontation Meetings

244

(1)

A Work-Out Meeting at General Electric Medical Systems Business

245

(1)

Intergroup Relations Intervention

246

(5)

Microcosm Groups

246

(2)

Resolving Intergroup Conflict

248

(3)

Improving Intergroup Relationships in Johnson & Johnson's Drug Evaluation Department

251

(1)

Large-Group Interventions

252

(5)

Application Stages

254

(3)

The Seventh American Forest Congress

257

(3)

Results of Large-Group Interventions

259

(1)

Open-Space Meeting at a Consulting Firm

260

(1)

Summary

261

(1)

Notes

261

(3)

Selected Cases

264

(9)

The Metric Division Case

264

(5)

Gulf States Metals, Inc.

269

(4)

Part 4 TECHNOSTRUCTURAL INTERVENTIONS

273

(92)

Restructuring Organization

274

(32)

Structural Design

274

(10)

The Functional Structure

274

(2)

The Divisional Structure

276

(2)

The Matrix Structure

278

(2)

The Process Structure

280

(3)

The Network Structure

283

(1)

American Healthways' Process Structure

284

(3)

Downsizing

287

(1)

Amazon.com's Network Structure

288

(5)

Application Stages

290

(2)

Results of Downsizing

292

(1)

Strategic Downsizing Process at Delta Air Lines

293

(2)

Reengineering

295

(6)

Application Stages

297

(3)

Results from Reengineering

300

(1)

Honeywell IAC's Totalplant™ Reengineering Process

301

(1)

Summary

302

(1)

Notes

303

(3)

Employee Involvement

306

(25)

Employee Involvement: What Is It?

306

(3)

A Working Definition of Employee Involvement

306

(1)

The Diffusion of Employee Involvement Practices

307

(1)

How Employee Involvement Affects Productivity

308

(1)

Employee Involvement Applications

309

(4)

Parallel Structures

310

(3)

Union-Management Cooperation at GTE of California

313

(6)

High-Involvement Organizations

315

(3)

Total Quality Management

318

(1)

Chrysler Corporation Moves Toward High Involvement

319

(6)

Six-Sigma Success Story at GE Financial

325

(3)

Summary

328

(1)

Notes

328

(3)

Work Design

331

(34)

The Engineering Approach

331

(1)

The Motivational Approach

332

(6)

The Core Dimensions of Jobs

333

(1)

Individual Differences

334

(1)

Application Stages

335

(2)

Barriers to Job Enrichment

337

(1)

Job Enrichment at the Travelers Insurance Companies

338

(2)

Results of Job Enrichment

339

(1)

The Sociotechnical Systems Approach

340

(8)

Conceptual Background

340

(1)

Self-Managed Work Teams

341

(4)

Application Stages

345

(2)

Results of Self-Managed Teams

347

(1)

Moving to Self-Managed Teams at ABB

348

(3)

Designing Work for Technical and Personal Needs

351

(4)

Technical Factors

352

(1)

Personal-Need Factors

353

(1)

Meeting Both Technical and Personal Needs

354

(1)

Summary

355

(1)

Notes

356

(3)

Selected Cases

359

(6)

The Sullivan Hospital System

359

(3)

City of Carlsbad, California Restructuring the Public Works Department (A)

362

(3)

Part 5 HUMAN RESOURCES MANAGEMENT INTERVENTIONS

365

(80)

Performance Management

366

(30)

A Model of Performance Management

367

(1)

Goal Setting

368

(4)

Characteristics of Goal Setting

368

(2)

Application Stages

370

(1)

Management by Objectives

370

(2)

Effects of Goal Setting and MBO

372

(1)

Performance Appraisal

372

(1)

The Performance Enhancement Process at Monsanto

373

(4)

The Performance Appraisal Process

374

(2)

Application Stages

376

(1)

Effects of Performance Appraisal

377

(1)

Reward Systems

377

(1)

Changing the Appraisal Process in the Washington State Patrol

378

(10)

Structural and Motivational Features of Reward Systems

379

(3)

Skill-Based Pay Systems

382

(1)

Performance-Based Pay Systems

383

(2)

Gain Sharing Systems

385

(2)

Promotion Systems

387

(1)

Revising the Reward System at Lands End

388

(3)

Reward-System Process Issues

390

(1)

Summary

391

(1)

Notes

392

(4)

Developing and Assisting Members

396

(49)

Career Planning and Development Interventions

396

(6)

Career Stages

397

(1)

Career Planning

398

(3)

Career Development

401

(1)

Linking Career Planning, Human Resources Planning, and Strategy at Colgate-Palmolive

402

(8)

Workforce Diversity Interventions

410

(7)

Age

411

(1)

Gender

412

(1)

Race/Ethnicity

413

(1)

Sexual Orientation

414

(1)

Disability

415

(1)

Culture and Values

415

(2)

Embracing Employee Diversity at Baxter Export

417

(1)

Employee Stress and Wellness Interventions

418

(9)

Work Leaves

418

(1)

Stress Management Programs

419

(8)

Johnson & Johnson's Health and Wellness Program

427

(1)

Summary

428

(1)

Notes

429

(5)

Selected Cases

434

(11)

Employee Benefits at HealthCo

434

(4)

Sharpe BMW

438

(7)

Part 6 STRATEGIC CHANGE INTERVENTIONS

445

(88)

Competitive and Collaborative Strategies

446

(33)

Environmental Framework

447

(3)

Environmental Types

447

(1)

Environmental Dimensions

448

(2)

Competitive Strategies

450

(5)

Integrated Strategic Change

451

(3)

Mergers and Acquisitions

454

(1)

Managing Strategic Change at Microsoft Canada

455

(6)

Collaborative Strategies

461

(1)

Lessons Learned from the Dow Chemical Company and Union Carbide Merger

462

(11)

Collaboration Rationale

463

(2)

Alliance Interventions

465

(1)

Network Interventions

466

(7)

Fragile and Robust---Network Change in Toyota Motor Corporation

473

(2)

Summary

475

(1)

Notes

475

(4)

Organization Transformation

479

(54)

Characteristics of Transformational Change

480

(2)

Change Is Triggered by Environmental and Internal Disruptions

480

(1)

Change Is Systemic and Revolutionary

480

(1)

Change Demands a New Organizing Paradigm

481

(1)

Change Is Driven by Senior Executives and Line Management

481

(1)

Continuous Learning and Change

482

(1)

Culture Change

482

(10)

Concept of Organization Culture

483

(1)

Organization Culture and Organization Effectiveness

484

(2)

Diagnosing Organization Culture

486

(3)

Application Stages

489

(3)

Washington Mutual: Leveraging Culture as Competitive Advantage

492

(1)

Self-Designing Organizations

493

(3)

The Demands of Transformational Change

493

(1)

Application Stages

494

(2)

Self-Design at American Healthways Corporation

496

(1)

Organization Learning and Knowledge Management

497

(11)

Conceptual Framework

497

(2)

Characteristics of a Learning Organization

499

(1)

Organization Learning Processes

500

(5)

Organization Knowledge

505

(3)

Knowledge Management at BP Amoco

508

(1)

Outcomes of OL and KM

508

(1)

Summary

509

(1)

Notes

510

(4)

Selected Cases

514

(19)

Rondell Data Corporation

514

(9)

Fourwinds Marina

523

(10)

Part 7 SPECIAL APPLICATIONS OF ORGANIZATION DEVELOPMENT

533

(128)

Organization Development in Global Settings

534

(37)

Organization Development Outside the United States

535

(9)

Cultural Context

536

(2)

Economic Development

538

(1)

How Cultural Context and Economic Development Affect OD Practice

539

(5)

Modernizing China's Human Resource Development and Training Functions

544

(10)

Worldwide Organization Development

545

(1)

Worldwide Strategic Orientations

546

(2)

The International Strategic Orientation

548

(1)

The Global Strategic Orientation

549

(2)

The Multinational Strategic Orientation

551

(2)

The Transnational Strategic Orientation

553

(1)

Campbell Soup Company Moves to a Worldwide Strategic Orientation

554

(4)

Global Social Change

558

(6)

Global Social Change Organizations

558

(2)

Application Stages

560

(3)

Change Agent Roles and Skills

563

(1)

Social and Environmental Change at Floresta

564

(2)

Summary

566

(1)

Notes

566

(5)

Organization Development in Non-industrial Settings: Health Care, Family Businesses, School Systems, and the Public Sector

571

(40)

Organization Development in Health Care

571

(6)

Environmental Trends in Health Care

572

(3)

Opportunities for Organization Development Practice

575

(1)

Success Principles for OD in Health Care

576

(1)

Work Redesign at Hamot Medical Center

577

(2)

Conclusions

579

(1)

Organization Development in Family-Owned Businesses

579

(9)

The Family Business System

580

(2)

Critical Issues in Family Business

582

(2)

OD Interventions in Family Business System

584

(4)

OD in the Ross Family Business

588

(1)

Organization Development in School Systems

589

(7)

Some Unique Characteristics of Schools

590

(1)

Implications for OD in Schools

591

(1)

High Involvement Management in Schools

592

(1)

Total Quality Management

593

(1)

School-based Management

594

(1)

Classroom Interventions

594

(1)

Conclusions

595

(1)

Organization Development in the Public Sector

596

(8)

Comparing Public- and Private-Sector Organizations

597

(5)

Recent Research and Innovations in Public Sector Organizational Development

602

(1)

Conclusions

603

(1)

Approaching Employee Orientation as a Cultural Experience

604

(1)

Summary

605

(1)

Notes

606

(5)

Future Directions in Organization Development

611

(50)

Trends Within Organization Development

611

(3)

Traditional

611

(1)

Pragmatic

612

(1)

Scholarly

613

(1)

Implications for OD's Future

613

(1)

Trends in the Context of Organization Development

614

(11)

The Economy

615

(2)

The Workforce

617

(2)

Organizations

619

(1)

Implications for OD's Future

620

(5)

Summary

625

(1)

Notes

625

(4)

Integrative Cases

629

(32)

B. R. Richardson Timber Products

629

(17)

Managing Strategy at Ceasars Tahoe

646

(6)

Black & Decker International: Globalization of the Architectural Hardware Line

652

(9)

Glossary

661

(10)

Name Index

671

(6)

Subject Index

677

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Organization Development and Change

Summary

Table of Contents

Supplemental Materials