Organizational Dynamics: Diagnosis and Intervention
A member of the AWL OD Series! This book offers managers and OD specialists a powerful way of diagnosing organizational problems and of deciding when, where, and how to use (or not use) the diverse and growing number of organizational improvement tools that are available today. Comprehensive and fully integrated, the book includes many different concepts, research findings, and competing philosophies and provides specific examples of how to use the information to improve organizational functioning.
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The Major Conceptual Elements
System Dynamics in the Short Run
5 other sections not shown
Addison-Wesley aligned behavior cause-and-effect causes cesses Chapter Chris Argyris coalignment company's competitors complex consultant corporation create nonalignments decisions diagnosis dominant coalition driving force energy example external environment factors firm firm's focused formal arrangements formal organizational arrangements formal systems Harvard Business Review Harvard Business School impact important industry ineffective internal social system interventions Kepner-Trego key organizational processes large number long run management training managers and organization manufacturing matter/energy ment middle management moderate run moderate time frame moderate-run dynamics nization norms number of employees orga organization development organization specialists organization's effectiveness organization's employees organization's formal organizational effectiveness organizational improvement tools percent period planning problems product line Questions in Determining relationships Relevant Questions sales force short-run dynamics significant changes probable situation six structural elements Smith staff system dynamics Table tangible assets task environment tend theories tion tive types understand or predict vice president Worben