| 000 | 01039camuu2200277 a 4500 | |
| 001 | 000045429731 | |
| 005 | 20080324131510 | |
| 008 | 990515s1999 caua b 001 0 eng | |
| 010 | ▼a 98009070 | |
| 020 | ▼a 0803955103 (acid-free paper) | |
| 020 | ▼a 0803955111 (pbk. : acid-free paper) | |
| 035 | ▼a (KERIS)BIB000007674969 | |
| 040 | ▼a 211032 ▼c 211032 ▼d 244002 | |
| 050 | 0 0 | ▼a HD58.8 ▼b .H3673 1999 |
| 082 | 0 0 | ▼a 658.4/063 ▼2 22 |
| 090 | ▼a 658.4063 ▼b H321o | |
| 100 | 1 | ▼a Harrison, Michael I. |
| 245 | 1 0 | ▼a Organizational diagnosis and assessment : ▼b bridging theory and practice / ▼c Michael I. Harrison, Arie Shirom. |
| 260 | ▼a Thousand Oaks, Calif. : ▼b Sage Publications, ▼c c1999. | |
| 300 | ▼a x, 486 p. : ▼b ill. ; ▼c 24 cm. | |
| 504 | ▼a Includes bibliographical references (p. 439-469) and index. | |
| 650 | 0 | ▼a Organization ▼x Evaluation. |
| 650 | 0 | ▼a Organizational change. |
| 700 | 1 | ▼a Shirom, Arie. |
소장정보
| No. | 소장처 | 청구기호 | 등록번호 | 도서상태 | 반납예정일 | 예약 | 서비스 |
|---|---|---|---|---|---|---|---|
| No. 1 | 소장처 세종학술정보원/사회과학실(4층)/ | 청구기호 658.4063 H321o | 등록번호 151253420 (6회 대출) | 도서상태 대출가능 | 반납예정일 | 예약 | 서비스 |
컨텐츠정보
책소개
This book presents 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 frameworks to produce empirically grounded models of sources of ineffectiveness and forces for change. The book offers workable solutions to critical problems and demonstrates ways to meet organizational challenges such as market downturns, technological change, and alliances with other organizations.
정보제공 :
목차
CONTENTS Preface = ⅸ PART Ⅰ : FOUNDATIONS 1. Frames and Models in Organizational Diagnosis = 3 Diagnosis and the Management of Change = 7 Models and Frames in Diagnosis = 10 Sharp-Image Diagnosis = 17 Diagnosis in Context = 28 Effective Diagnosis = 36 2. Applying the Open-Systems Frame = 39 Background = 40 Framework for Open-Systems Analysis = 44 Diagnostic Principles and Procedures = 51 Conclusion = 65 3. Assessing Effectiveness and Ineffectiveness = 69 Political Approaches to Diagnosis = 70 Choosing Effectiveness Criteria = 73 Conclusion = 88 4. Diagnostic Models in Use = 91 What Makes a Good Diagnostic Model? = 92 Collaborative Applications of Open-Systems Models = 95 Making Systems Simple : The Six-Box Model = 101 Diagnosis in Stream Analysis = 104 Conclusion = 108 5. Diagnosing Organizational Politics = 111 Politics of Diagnosis = 112 Diagnosing the Politics of Planned Change = 117 Diagnosing Organizational Politics = 132 Conclusion = 141 PART Ⅱ : FOCAL AREAS 6. Group Performance = 145 Systems Framework for Diagnosing Group Behavior = 146 Action Model for Group Task Performance = 166 Conclusion = 173 7. Organization Design = 175 Contributing to Design Projects = 177 Organization-Level Design = 193 Design Within Divisions and Units = 199 Conclusion = 207 8. Human Resource Management = 209 HRM Program Evaluation = 211 Benchmarking = 217 Assessing HRM's Strategic Contribution = 221 Utility Analysis = 227 Stakeholder Assessment = 231 Conclusion = 233 9. Emergent Behavior and Workforce Diversity = 225 Gaps Between Emergent Behavier and Official Mandates = 237 Workforce Diversity = 243 Conclusion = 256 10. Organizational Culture = 257 Framing Culture = 258 Diagnosing Culture = 272 Data-Gathering Techniques = 287 Conclusion = 293 PART Ⅲ : APPLICATIONS 11. Diagnosis Across the Organizational Life Cycle = 299 Do Organizations Go Through Life Cycle Stages? = 300 Momentum Versus Periodic Upheavals = 301 Diagnosis During Life Cycle Stages = 307 Organizational Decline = 314 Conclusion = 324 12. Labor Relations = 325 Effectiveness and Ineffectiveness in Labor Relations Systems = 327 Diagnostic Guidelines = 329 Applying the Diagnostic Model = 344 Future Development of the Model = 347 13. Strategy Formation and Organizational Learning = 349 Contingency Model of Strategic Decision Processes = 351 Supporting Deliberate Strategies = 360 Supporting Emerging Strategies = 368 Contributing to Innovation and Organizational Learning = 374 Conclusion = 382 14. Diagnosing Macro Systems = 385 Focusing on System Outcomes = 387 Constructing a Diagnostic Model = 390 Conclusion = 398 PART Ⅳ BRIDGING THEORY AND PRACTICE 15. Applying Multiple Theoretical Frames = 405 Advantages of Multiframe Diagnosis = 408 Theoretical Diversity and Diagnosis = 412 Choosing Frames = 418 Combining Frames = 425 Conclusion = 436 References = 439 Index = 471 About the Authors = 485