Cases and Exercises in Organization Development & Change

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Donald L. Anderson
SAGE, Jun 17, 2011 - Business & Economics - 350 pages
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Designed for courses in organization development and change, this is a comprehensive collection of case studies and exercises. Original cases are written by experts in the field and designed to focus very precisely on a specific topic in the OD process or intervention method. Each case is accompanied by learning objectives, discussion questions, references, and suggested additional readings. They represent a wide range of industries in which OD is practised, including for-profit businesses, educational institutions, government agencies, and health care organizations, and they address common ethical dilemmas experienced by practitioners. Exercises include self-assessment tools, role-play exercises, and individual or group simulation exercises to enhance students' skill development in acting as change agents.
 

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Contents

Introduction
1
Part I Cases in the Organization Development Process
11
Scoping Large Organizational Change Efforts
13
case 2 The Discipline Dilemma in Rainbow High School
21
Assessing the Organizational Culture at Resolute Winery
31
Consulting for the Multicultural Community Connections
39
Case 5 Identifying the Scope of Work at Dixie Weaving Inc
51
case 6 A Manufacturing Crisis in Bayrischer Silicon Products
58
Case 24 Greencycle Publishing
227
Case 25 When a Team Breaks in Two
236
A Study in Resistance to Change in the Aftermath of a Merger
245
case 27 Whole Organizational Design Intervention
255
Case 28 The Change Story of Yellow Auto Company
266
Culture Change and Shock in a Consumer Packaged Goods Company
273
Case 30 Sticker Shock in an Organization That Wil lNot Stick Together
281
Part III Exercises in Organization Development and Change
287

Case 7 The Ivory Tower Opens Up
66
Case 8 Engineering Culture Change With Strategic Initiatives
78
case 9 Organization Culture Diagnosis and Feedback
93
Case 10 Engaging Broader Leaders in the Strategic Planning of Lincoln Womens Services
104
Technology Implementation in the Public Sector
112
Assessing Readiness for the Implementation of an Enterprise Resource Planning ERP System at MedDev Inc
118
Selecting an Intervention at the Springfield County Office of Economic Development
125
Creating Stability in a MultichangeMultiresolution Government Agency
131
Case 15 When a Contract Is Not Enough
141
The Case of the Community Action Network
150
Service Quality Improvement and Organization Development
159
Part II Cases in Organization Development Interventions
171
A Japanese Multinational Manufacturer in the United States
173
An NGO in Guatemala City Responds to a Leadership Crisis
185
A Vice President in a National Nonprofit Association
193
case 21 A Small World After All
201
Case 22 Accounting Team Problems at Acme Manufacturing
209
Case 23 Whos Making the Decisions at Livingston University?
218
Exercise 1 Contracting With a Client
289
Exercise 2 Organization Development Practitioner Skills
292
Exercise 3 Data Gathering
295
Exercise 4 Giving Feedback
297
Exercise 5 Resistance to Change
299
Exercise 6 Resistance to Change Scale
302
Exercise 7 Cynicism About Organizational Change
306
Exercise 8 MyersBriggs Type Indicator MBTI
309
Exercise 9 Coaching and Individual Instruments
313
Exercise 10 Team Values
321
Exercise 11 Team Diagnosis and Intervention
324
Exercise 12 Team Facilitation
327
Exercise 13 Identifying and Changing Organizational Culture
330
Exercise 14 Perceived Organizational Innovativeness Scale
333
Exercise 15 Designing and Redesigning Organizations
337
About the Editor
340
About the Contributors
341
Copyright

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About the author (2011)

Donald L. Anderson (Ph.D., University of Colorado, Boulder) teaches organization development and organization design in the program in organizational and professional communication at the University of Denver. He is a practicing organization development consultant and has consulted internally and externally to a wide variety of organizations, including Fortune 500 corporations, small businesses, and educational institutions. Dr. Anderson’s research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and the Journal of Business and Technical Communication. He is also the editor of the text Cases and Exercises in Organization Development & Change (Sage Publications, 2012). Dr. Anderson serves on the editorial board of the journal Management Communication Quarterly and he is a member of the Academy of Management.

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