Organizational diagnosis and assessment : bridging theory and practice

著者

書誌事項

Organizational diagnosis and assessment : bridging theory and practice

Michael I. Harrison, Arie Shirom

Sage Publications, c1999

  • pbk. : acid-free paper

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注記

Includes bibliographical references (p. 439-469) and index

内容説明・目次

内容説明

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.

目次

PART ONE: FOUNDATIONS Frames and Models in Organizational Diagnosis Applying the Open-Systems Frame Assessing Effectiveness and Ineffectiveness Diagnostic Models in Use Diagnosing Organizational Politics PART TWO: FOCAL AREAS Group Performance Organization Design Human Resource Management Emergent Behavior and Workforce Diversity Organizational Culture PART THREE: APPLICATIONS Diagnosis across the Organizational Life Cycle Labor Relations Strategy Formation and Organizational Learning Diagnosing Macro Systems PART FOUR: BRIDGING THEORY AND PRACTICE Applying Multiple Theoretical Frames

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