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Organizational Development gives readers an understanding of organizational structures and presents a new and easy-to-understand framework which describes the three dimensions of organizational interventions. Interventions in organization often fail. This has been widely acknowledged: many books exist about the topic and many approaches are proposed to guide organizational interventions - but to no avail - soit remains difficult to design and guide them. This is the first book to (1) provide readers with an understanding of organizational structures and why it is both relevant and difficult to change them, and (2) present a model consisting of three underlying dimensions of interventions. The authors describe how this model can be used to design interventions in organizational structures. Containing practical guidelines to show how interventions can be designed and controlled, this book should be considered essential reading for postgraduate students of organizational development, design, and change, and practitioners carrying out organizational development projects

Writing for organizational development consultants and managers, Golembiewski (political science and management, U. of Georgia) presents an overview of the field that revolves around multiple ironies of OD in practice, ironies that have at their core a central irony: though OD theory reflects major.

Sustained continuous monitoring and replication of organizational development in digital organizational twins is of particular importance for labour-intensive enterprises and also those in which reciprocal relations between social, corporate, normative and performative aspects assume the leading role. The main purpose of the research is the developing of a digital representation of organizational processes, which focuses on the performance, working activities, organizational issues, behaviour and interactions between of the organizational members. Consequently, the objectives of research include the monitoring of current research state, concept and design of a digital twin. The implementation of digital organizational twin should improve considering timely optimization of proactive and reactive organizational development measures in the company in relation to the core variables of the 7S model. The created digital twin should map the dynamics of organizational development, as well as concomitant and deviating processes. Systematization literary sources and approaches for the digital replication of organizational development issues indicates the lack of publications on research and diffuse distribution of scientific interest. The initial design of organizational development in the digital twin is based on four main objects and limited to a certain number of investigated parameters. This paper compare the conventional and digitalized organizational development process, explain the data flow in digital organizational twin, the design of organizational development in the digital organizational twin, provide an overview of the individual facets of organizational development, list the parameterization models and exemplarily illustrate the visualization of selected parameters. The results of the research can be useful for the expansion of the tension bridge between organisational development and technologies and the development of new potentials for the study of socio-technical effects in companies. This can be extended to include the other facets of business management and supplemented by the connection of other technological resources.

: overview of organizational change -- Organizational change: an overview -- Models of change -- Leading and managing of change -- Resistance to change -- Overview and process of organizational development -- Organizational development -- Organizational diagnosis : a management tool for change -- Od intervention -- Role of change leaders and change agents for managing change -- Human process intervention -- Team building -- Performance management: an intervention tool for organizational growth -- Role of communication in managing change -- Human resource management intervention -- Managing power, politics and conflict during the process of change -- Managing stress during organizational change -- Technostructure intervention -- Organizational structure and change -- Change through quality management techniques -- Strategic intervention -- Organizational growth through merger and acquisition -- Change management and organizational culture -- Recent trends in organizational development -- Organizational health survey -- Knowledge management -- Role of organizational development in future business environment -- Case studies -- Case study method of teaching -- Index

"Mit der vorliegenden Studie, die den Zusammenhang von Ethnologie und Organisationsentwicklung thematisiert, betreten wir im deutschsprachigen Raum Neuland. In den USA ist dieser Forschungsgegenstand schon seit einiger Zeit unter dem Terminus 'Organisationsethnologie' in Wissenschaft und Praxis aktuell. Die Ethnologie ist eine Wissenschaft, die im Kontext der zunehmenden Verflechtung weltweiter Wirtschaftsbeziehungen für zukunftsorientierte Unternehmen zunehmende Bedeutung erfahren könnte. Sie richtet ihren besonderen Blick auf Menschen, Gesellschaften und Kulturen und kann hier neue Impulse zur Interpretation der Beziehungen zwischen einzelnen Menschen und Organisationen liefern. Jeder Blick auf die Wirklichkeit ist perspektivisch. In der vorliegenden Arbeit soll der bekannte Blick des Organisationsentwicklers um die ethnologische Perspektive erweitert werden. Wenn es damit gelänge, neue Impulse für Veränderungsprozesse in Organisationen zu liefern, hätte sich dieses Forschungsprojekt für Theorie und Praxis bewährt. In dieser zweiten durchgesehenen und erweiterten Auflage war es uns wichtig Anregungen unserer Leserinnen und Leser mit aufzunehmen. Wir haben daher zum einen den 'ethnologischen Werkszeugkasten' an einem Praxisbeispiel angewendet und zum anderen 'Guidelines' und spezifische Fragen entwickelt, die die ethnologische Betrachtungsweise zum Hintergrund haben." (Textauszug)

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Preface and Acknowledgments -- Acronyms -- 1 Organizational Development: Assumptions and Values -- A General History of Management Thinking and OD -- Frederick Taylor -- Weberian Ideal-Type Bureaucracy -- The Human Relations Counterpoint -- Deepening the OD Connection -- Systems Theory -- Persisting Beyond Negative Labels -- Competitiveness Pushes the Door Wide Open for OD Values -- The New Era of Reform -- Conclusion -- Notes -- 2 Public Administration and OD -- Public OD -- Third-Party Peacemaking in Different Worlds -- The Public Realities -- OD Development and Public Administration -- The Argyris/Simon Exchange -- OD's Place in the History of Public Administration -- Golembiewski -- Neely Gardner -- Conclusion -- Notes -- 3 The Issue of Change -- Mind-Sets -- The Process of Change: The Issue of Resistance -- The Four-Room Apartment -- Leading Change -- The Continuum of Resistance to Change -- Encouraging Change Through PC -- PC in the Organization -- Conclusion -- Notes -- 4 Learning, Power, and Action Research -- Hijacking What People Know-The Seeds of Disempowerment -- Learning -- Liberating Employee Know-How -- Action Research-The Core Problem-Solving Technology of OD -- Conclusion -- Notes -- 5 Groups, Public Management Reform, and Organizational Development -- From Hawthorne On Up -- The Instructive '80s-The Takeoff Period for Management Reform -- Downside Dangers of Groups -- Notes -- 6 Conflict and OD -- Third-Party Peacemaking -- Speaking Out Assertively -- The Problem of Listening -- Dialogue -- Working the Space-The Matter of Styles -- Interest-Based Bargaining -- Conclusion -- 7 Basic Values and Prospects -- The Problem of Trust -- Hierarchy -- Leadership and Change -- Labor Relations -- They Know the Answer