Summary
Contents
This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Organization Culture—Diagnosis and Feedback
Learning Objectives
- To practice analyzing and synthesizing quantitative and qualitative data to understand organizational culture and to identify underlying causes of organizational issues.
- To recognize the strengths and weakness of quantitative and qualitative methods of data collection related to organizational culture.
- To practice summarizing data in a manner that enables client understanding and action.
Dr. Vivian Metger, an experienced human resources consultant, sat at her desk pouring over the results from the organizational culture survey she had just finished administering. Next to her sat pages of notes from the personal interviews she also had conducted with employees from RMC, a privately owned, boutique, engineering consulting firm. This was her first look at the survey data and she wondered ...
