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Handbook of organizational consultation /

Detalles Bibliográficos
Clasificación:	Libro Electrónico
Otros Autores:	Golembiewski, Robert T.
Formato:	Electrónico eBook
Idioma:	Inglés
Publicado:	New York : Marcel Dekker, ©2000.
Edición:	2nd ed., rev. and expanded.
Colección:	Public administration and public policy ; 48.
Temas:	Consultants > Handbooks, manuals, etc. Consultants > Guides, manuels, etc. REFERENCE > Questions & Answers. Consultants Andre fag (naturvidenskab og teknik) > Andre fag handbooks. manuals (instructional materials) Handbooks and manuals Handbooks and manuals. Guides et manuels.
Acceso en línea:	Texto completo

Tabla de Contenidos:

Chapter 1 Six Orientations for the Reader
chapter 2 Development, Transition, or Transformation
chapter 3 Selecting and Energizing a Team
chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions
chapter 5 Linking Measurement to Motivation
chapter 6 The Consulcube
chapter 7 Values, People, and Organizations / Robert Tannenbaum Sheldon Davis
chapter 8 Five Stages for Self-Evaluating Organizations
chapter 9 Preventing Regression in Team Building
chapter 10 The Psychological Contract
chapter 11 Models of Development and Issues They Raise for Consultants
chapter 12 Operating Systems Interventions
chapter 13 American Quality
chapter 14 Team Building and its Risks
chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning
chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management
chapter 17 Preentry Issues Revisited
chapter 18 Applying Action Research to Public Sector Problems
chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks
chapter 20 Perceiving, Evaluating, and Responding to Change
chapter 21 Making Team Work
chapter 22 Sociotechnical Systems Consultation
chapter 23 Performance Appraisal Techniques and Applications
chapter 24 Managing Organizational Conflict
chapter 25 A Two-Phase Planning Process for Managing Change in Organizations
chapter 26 Micro and Macro Perspectives on Gain Sharing
chapter 27 Goal-Setting Programs
chapter 28 Enlivening Developmental Relationships
chapter 29 Strategies for Organizational Transition
chapter 30 Organizational Effectiveness and Development at Different Stages of Growth
chapter 31 Sexual Harassment
chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development
chapter 33 Issues in Ending Consultancies
chapter 34 Alternative Models for Structuring Work
chapter 35 Aspects of
chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too
chapter 37 Burnout as a Focus for Consultants
chapter 38 Career-Planning Design
chapter 39 Competence via Regenerative Systems
chapter 40 Contexual Soecificity in Consultation
chapter 41 Continued Employability
chapter 42 Demotion Design
chapter 43 Diversity as Shining Goal or Sham?
chapter 44 Easing the Rigors of Mergers
chapter 45 Features of Energizing Data
chapter 46 Fine-Tuning Appreciative Inquiry
chapter 47 Flexi Time and Employee Control Over Work
chapter 48 Giving Effective Feedback
chapter 49 Group Norms as Levers for Consultants
chapter 50 Humans as Need-Fulfilling
chapter 51 Lessons From Downsizing
chapter 52 Managerial Responses to Transitions in Adult Development
chapter 53 Managing Transitions
chapter 54 Model This, Model That
chapter 55 Musings About Transformation
chapter 56 Organization Cultures via Distinguising Assumptions
chapter 57 Organizational Development in the Family
chapter 58 Organization Stages and Consultant Choice Making
chapter 59 Perspectives on My Consulting Practice
chapter 60 Process and Structure as Central in Total Quality Management
chapter 61
chapter 62 Psychological Contracts at Work
chapter 63 Resilience and Change at Three Levels
chapter 64 Risking Consultative Relationships to Stay Really Alive
chapter 65 Role Analysis Technique
chapter 66 Role Negotiation as a Controlling Design.
Chapter 67 Sensing Groups in Consultation
chapter 68 Sociopathology in Today's Organizations
chapter 69 Stakeholders in Consultation
chapter 70 Success Rates in Planned Change
chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls / Robert T. Golembiewski
chapter 72 The Intervenor's World
chapter 73 Three Models of Learning
chapter 74 Toward a Process Orientation
chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode
chapter 76 Vision or Core Mission
chapter 77 Voluntary Organizations
chapter 78 Confrontation Design
chapter 79 Third-Party Consultation
chapter 80 High-Performing Teams
chapter 81 Quality of Work Life for Consultants
chapter 82 The Interview as a Consulting Tool
chapter 83 The Perils of Intensive Management Training and How to Avoid Them
chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation
chapter 85 Approaches to Organizational Needs Assessment
chapter 86 How Consultants can Anticipate and Trigger Group Development
chapter 87 Productivity and the Quality of Work Life
chapter 88 Forecasting the Future
chapter 89 Project Management for Organizational Consulting
chapter 90 How to Give Meaningful Praise
chapter 91 Managing the Older Worker
chapter 92 Emotions and Consultancy
chapter 93 Knowing and Surfacing Organizational Culture
chapter 94 Cross-Culture Perspectives
chapter 95 A Model for Negotiation
chapter 96 Organizational Innovation as the Management of Interdependence in Networks
chapter 97 Downsizing as Mode of Organizational Change
chapter 98 Ethical Issues in Organizational Consultation
chapter 99 Essential Competencies for Internal and External OD Consultants
chapter 100 Organizing in the Knowledge Age
chapter 101 An Intersection
chapter 102 A Typology of Change Programs
chapter 103 Group Support Systems
chapter 104 Privacy
chapter 105 Organizational Change as Applied Art
chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study
chapter 107 Techniques for the Management of Organizational Change
chapter 108 The Production of Usable Knowledge
chapter 109 Process Consulting in a Content Field
chapter 110 A Burnout Workshop
chapter 111 Burnout in Organizational Consultation
chapter 112 Managing Organizational Change
chapter 113 Employee Assistance Programs and Workplace Consultation
chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation
chapter 115 Models of Consultation
chapter 116 Time Management Hints
chapter 117 Creating the Learning Organization
chapter 118 Creating Work Cultures With Competitive Advantage
chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach
chapter 120 Self-Awareness
chapter 121 Values, People, and Organizations
chapter 122 Defective Group Decisions
chapter 123 Roles in Group Development
chapter 124 Strategic Planning
chapter 125 Culture-Focused T Group
chapter 126 Consulting as Empowerment
chapter 127 Critical Factors in Team Success
chapter 128 Rethinking Organization Development for the learning Organization
chapter 129 Developing Effective Community Groups
chapter 130 Using Success as a Framework for Community-Based Needs Assessment.

Handbook of organizational consultation /

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