Handbook of organizational consultation
著者
書誌事項
Handbook of organizational consultation
（Public administration and public policy, 81）
Marcel Dekker, c2000
2nd ed., rev. and expanded
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
A handbook on organizational consultation. This second edition includes more than 35 new chapters and an expanded list of international contributors. It analyzes all aspects of organizational consulting - including normative, empirical and political topics - and offers a broad view of consultation diagnoses, problem centres, and interventions.
目次
- Six orientations for the reader - an interpretive introduction
- development, transition, or transformation - bringing change leadership into ht e21st century
- selecting and energising a team
- managers and project leaders conducting their own action research interventions
- linking measurement to motivation
- the consulcube - strategies for consultation
- consultation in schools as organisations for learning
- five stages for self-evaluating organisations
- preventing regression in team building -a longitudinal study of the personal management interview
- the psychological contract
- models of development and issues they raise for consultants
- operating systems interventions
- American quality -born again
- team-building and its risks
- using the search conference technique for team socialisation and strategic planning
- conceptual and consulting aspects of stakeholder theory, thinking, and management
- pre-entry issues revisited
- applying action research to public sector problems, international perspectives
- using large system designs and action research to develop inter-organisational networks
- perceiving evaluating, and responding to change - an inter-level approach
- making teams work - implications for consulting practice
- resilience and change at three levels
- socio-technical systems consultation
- performance appraisal techniques and applications -guides for consultants
- managing organisational conflict
- a two-phase planning process for managing change in organisations
- micro and macro perspectives on gain sharing - achieving organisational change with alternative reward strategies
- goal-setting programs -an agenda for practitioners
- enlivening developmental relationships - the next best thing to mentoring and coaching
- strategies for organisational transition
- organisational effectiveness and development at different stages of growth - implications for consultants. (Part contents).
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