Organizational Diagnosis and Assessment presents sharp-image diagnosis, a distinctive approach to organizational consultation and planned change, that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frames to produce empirically grounded models of sources of ineffectiveness and forces for change, showing how consultants, managers, and applied researchers can break free of unproductive practices and ways of thinking to avoid uncritical adoption of management fads. They offer workable solutions to critical problems and demonstrate ways to meet organizational challenges like market downturns, technological change, and alliances with other organizations. Organizational Diagnosis and Assessment covers diagnosis and assessment of work groups, organizations, and whole systems. This volume develops analytical approaches for problem solving and strategy formation in both for-profit and not-for-profit organizations. Diagnosis of public policy issues, like assessments of the effectiveness of health systems, is also addressed. Many of the models and techniques contribute to assessing the changing nature of the workplace, examining organizational decline and other life-cycle transitions; gendering; change and diversity in organizational culture and in workforce composition; the spread of new forms of work organization, including teams, flat hierarchies, and networks; new uses of information technology; and mergers and alliances among organizations. Organizational Diagnosis and Assessment will be invaluable to advanced students, consultants, and applied behavioral scientists in social sciences, management, social work, organizational and industrial psychology, organizational sociology, nursing, and public administration.

Although the theory and methods of organization development (OD) assessment and diagnosis have been covered in other books, there is a lack of practitioner-focused guides that introduce real-world case studies and tools rooted in the methodology. This book will fill that gap, providing practical perspective and insight from practitioners and consultants currently practicing OD assessment and diagnosis. Organization Development (OD) differs from management consulting in that OD assessment and diagnosis is not a prescriptive consulting engagement. Instead, OD methods include engaging clients to build change leadership initiatives customized to their particular situation. OD is not about a consultant telling a client company what to do. It is about an OD professional guiding client companies on their journey towards the best end point for their particular situation. This book will address that journey. The theory and foundational principles of OD are covered, but the primary focus is on providing practical applications to businesses. While the book is grounded in sound academic theory, its strength is its practitioner-focused methodology containing vignettes and tools that individuals can use to help guide the assessment and diagnosis efforts in their own or their client organizations.

Although the theory and methods of organization development (OD) assessment and diagnosis have been covered in other books, there is a lack of practitioner-focused guides that introduce real-world case studies and tools rooted in the methodology. This book will fill that gap, providing practical perspective and insight from practitioners and consultants currently practicing OD assessment and diagnosis. Organization Development (OD) differs from management consulting in that OD assessment and diagnosis is not a prescriptive consulting engagement. Instead, OD methods include engaging clients to build change leadership initiatives customized to their particular situation. OD is not about a consultant telling a client company what to do. It is about an OD professional guiding client companies on their journey towards the best end point for their particular situation. This book will address that journey. The theory and foundational principles of OD are covered, but the primary focus is on providing practical applications to businesses. While the book is grounded in sound academic theory, its strength is its practitioner-focused methodology containing vignettes and tools that individuals can use to help guide the assessment and diagnosis efforts in their own or their client organizations.

Organizational Assessment: A framework for improving performance

"Professors of research methods across the social sciences will find Diagnosing Organizations, Third Edition an invaluable text for their courses."--Jacket.

A Dynamic New Approach to Organizational Change Dialogic Organization Development is a compelling alternative to the classical action research approach to planned change. Organizations are seen as fluid, socially constructed realities that are continuously created through conversations and images. Leaders and consultants can help foster change by encouraging disruptions to taken-for-granted ways of thinking and acting and the use of generative images to stimulate new organizational conversations and narratives. This book offers the first comprehensive introduction to Dialogic Organization Development with chapters by a global team of leading scholar-practitioners addressing both theoretical foundations and specific practices.

This textbook covers the fundamentals of organizational development and change (ODC) theory while offering a comprehensive, structured, and systematic approach to guide change management strategies at the organization level. It provides an in-depth understanding of and the tools necessary for designing, diagnosing, implementing and evaluating organizational change interventions. Students will be exposed to case studies in ODC from selected international and Caribbean/Latin American organizations, demonstrating ODC in practice across a broad geographical context. This textbook, the first to offer a macro-level perspective of ODC, provides students with the tools needed to be successful in implementing change into today's organizations.