Diagnosing organizations: methods, models, and processes

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Sage Publications, 1994 - Business & Economics - 179 pages
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"The book is a very sound piece of work defining a set of soft tools that can be applied to organizational situations. It is centered on the concept of the open systems and where this is deficient, it brings in a political model. This reader enjoyed the book and looks forward to a further volume."

--Systems Practice

How can organizations handle the opportunities and threats posed by rapidly changing markets and external conditions? How can they improve their overall effectiveness? The second edition of Diagnosing Organizations contains up-to-date treatments of techniques and models for diagnosing how organizations deal with challenges like these. The book also shows how consultants and applied researchers can help managers find ways to enhance organizational effectiveness. The completely revised edition of this best-selling book presents the latest techniques for gathering and analyzing diagnostic data. It also covers models and methods for diagnosing organizational designs, everyday practices, fits among organizational components, organizational politics, and power relations. Ethical and political dilemmas of consulting and diagnosis are also explored. The book retains its original coverage of the process of working with members of a client organization to plan and administer a diagnostic study and communicate its results. This second edition also continues to focus on group processes and the quality of working life.

Professionals and researchers in management, evaluation, public administration, and sociology will appreciate the practical guidelines this volume offers.

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Using the Open System Model
Assessing Individual and Group Behavior
System Fits and Power Relations

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About the author (1994)

Michael I. Harrison is an internationally known scholar of organizations and health systems. He is Senior Research Scientist at the Agency for Healthcare Research and Quality in Rockville, Maryland. He holds a doctorate in sociology from the University of Michigan. He has been a faculty member at the State University of New York at Stony Brook and Bar-Ilan University in Israel, a visiting professor at the School of Management at Boston College, and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health. He has worked as a consultant and conducted research in businesses, services, government organizations, worker-managed cooperatives, and voluntary groups. His publications include Organizational Diagnosis and Assessment: Bridging Theory and Practice (with A. Shirom; Sage, 1999) and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (Sage, 2004).

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