Diagnosing Organizations: Methods, Models, and Processes
Click 'Additional Materials' for downloadable sample chapterMany managers and organizational leaders face shrinking budgets, growing competition, and changing organizational alliances and missions A bewildering array of new technologies and management techniques offer help in handling these challenges. To respond effectively and avoid wasting resources, decision makers need to diagnose organizational conditions, plan changes carefully, and apply appropriate technologies and management techniques. The Third Edition of the bestselling Diagnosing Organizations shows how consultants and applied researchers can help decision makers quickly and flexibly diagnose problems and challenges and decide how to deal with them. Key FeaturesModels for framing diagnostic problems, identifying underlying conditions, and providing feedback Methods for gathering and analyzing diagnostic data Processes for working on a diagnosis with clients and other members of an organizationThis thoroughly revised edition can help practitioners of diagnosis directly address concerns that are critical to clients, rather than just provide feedback on current conditions and operations. In an authoritative, yet readable fashion author Michael I. Harrison presents updated treatments of the uses of diagnosis, evaluating organizational effectiveness, improving team performance, planning organization redesign projects, and assessing organization-environment relations and competitive strategy. Also treated are the politics of change management, professional dilemmas, and ethical issues confronting practitioners. Professors of research methods across the social sciences will find Diagnosing Organizations, Third Edition an invaluable text for their courses. The second edition was widely adopted in departments of Management, Public Health, Nursing, Education, Public Administration, Psychology, Criminal Justice, and many others.
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Open Systems Models
Assessing Individual and Group Behavior
System Fits and Organizational Politics
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actions additional analysis analyzing Appendix approach change management Chapter client organization competitive conflicts consultants and clients coordination cross-functional teams culture define diag diagnostic studies dilemma discussion division effectiveness criteria emergent behavior employees enhance environment environmental evaluation examine example external feedback firm focus gathering goals group processes Harrison & Shirom Harvard Business School human resource management impact implementation improve ineffectiveness instruments internal interventions investigators issues levels measures methods Mindrum Moreover Nadler nizational norms observations operational definitions operations orga organization development organization's organizational behavior organizational change organizational culture organizational effectiveness outcomes outputs participants performance planning political practices practitioners of diagnosis problems and challenges procedures programs questionnaires relations responses rewards staff stakeholders standards strategy structures SWOT SWOT analysis system components tasks teams techniques technologies Thousand Oaks tions top management units