- ホーム
- > 洋書
- > 英文書
- > Business / Economics
Full Description
An Evolving Paradigm: An Evolving Paradigm: Integrative Perspectives on Orgainizational Design, Change, Strategic Management, and Ethics was prepared specifically for Benedictine University's doctoral program in organization development (OD).
In addressing the myriad strategic considerations that underlie intervening in organizations, questions of posturing, image management, and ethics raise significant challenges for how we think about our role as change agents and the unique set of responsibilities that we assume in that role. An earlier volume focused on the Janus-faced nature of management consulting. Janus, the Roman god of doorways and gateways, looking backwards and forwards with contrasting perspectives, beginnings and endings, comedy and tragedy, good and evil, is a useful analogy to capture the multidimensional nature, both positive and negative of the consulting realm.
For all the challenges and shortcomings the field of OD and change might encompass, there are also those magical moments when our interventions succeed, when our efforts truly enhance organizational performance, and when organizational members grow, develop, and become more satisfied with their roles and activities. The reality is that the latter demands our conscious attention, commitment, and, to some degree, sacrifice. When we are less thoughtful than we should be, when we are distracted by other commitments and obligations, or when we find ourselves in situations where we are less than prepared is when Janus' other face materializes.
The volume explores the possibilities and challenges inherent in OD intervention and change initiatives.
Contents
Introduction; Anthony F. Buono.
Part I. Enhancing Organizations: Constructive Intervention Or Image Management?
Chapter 1. Transforming Consulting Knowledge Into Business Fads; Bertrand Venard.
Chapter 2. Management Fashion as Collective Action: The Production of Management Best-Sellers; Timothy Clark.
Chapter 3. Selling Professionalism? Image Making in the Management Consulting Industry; Jacqueline Kam.
Part II. Intervention Challenges.
Chapter 4. Predicting and Enhancing Client Success; James Ross Warren.
Chapter 5. The Fallacy of Simplistic Notions of the Transfer of "Best Practice"; Sue Newell.
Chapter 6. Toxic Downsizing Inc.: Deconstructing a Dysfunctional Consultation; Alan Goldman.
Chapter 7. Speculation on the Process and Practice of Organization Development in Hostile Environments Thomas Head; Peter Sorensen and Therese Yaeger.
Part III. An Integrative Perspective.
Chapter 8. Inside the Client-Consultant Relationship: Consulting as a Complex Process of Relating; Stephen Billing.
Chapter 9. Sharing Across Boundaries: The Dual Role of Being Both a Consultant and a Client; Susan Sweem.
Chapter 10. Intervention and Organizational Change: Building Organizational Change Capacity; Kenneth W. Kerber and Anthony F. Buono.
Chapter 11. Consulting Processes for Organization Change: A Belief System, Situation Centered, Sensemaking Perspective; Craig Lundberg.
About the Editor.
