04643nam 2200613 a 450 991077921500332120161219111524.00-8039-5510-31-322-41294-41-4522-1284-8(CKB)2550000000105721(EBL)996300(OCoLC)809771654(SSID)ssj0000675789(PQKBManifestationID)12236638(PQKBTitleCode)TC0000675789(PQKBWorkID)10670391(PQKB)11288528(MiAaPQ)EBC996300(OCoLC)1007861226(StDuBDS)EDZ0000063823(EXLCZ)99255000000010572120120326d1999 fy| 0engur|||||||||||txtccrOrganizational diagnosis and assessment[electronic resource] bridging theory and practice /Michael I. Harrison, Arie ShiromThousand Oaks, Calif. ;London SAGEc19991 online resource (x, 486 p.) illDescription based upon print version of record.1-4522-2478-1 0-8039-5511-1 Includes bibliographical references (p. 439-469) and index.Cover; Contents; Preface; Part I - Foundations; Chapter 1 - Frames and Models in Organizational Diagnosis; Diagnosis and the Management of Change; Models and Frames in Diagnosis; Sharp-Image Diagnosis; Diagnosis in Context; Effective Diagnosis; Chapter 2 - Applying the Open-Systems Frame; Background; Framework for Open-Systems Analysis; Diagnostic Principles and Procedures; Conclusion; Chapter 3 - Assessing Effectiveness and Ineffectiveness; Political Approaches to Diagnosis; Choosing Effectiveness Criteria; Conclusion; Chapter 4 - Diagnostic Models in Use; What Makes a Good Diagnostic Model?Collaborative Applications of Open-Systems ModelsMaking Systems Simple: The Six-Box Model; Diagnosis in Stream Analysis; Conclusion; Chapter 5 - Diagnosing Organizational Politics; Politics of Diagnosis; Diagnosing the Politics of Planned Change; Diagnosing Organizational Politics; Conclusion; Part II - Focal Areas; Chapter 6 - Group Performance; Systems Framework for Diagnosing Group Behavior; Action Model for Group Task Performance; Conclusion; Chapter 7 - Organization Design; Contributing to Design Projects; Organization-Level Design; Design within Divisions and Units; ConclusionChapter 8 - Human Resource ManagementHRM Program Evaluation; Benchmarking; Assessing HRM's Strategic Contribution; Utility Analysis; Stakeholder Assessment; Conclusion; Chapter 9 - Emergent Behavior and Workforce Diversity; Gaps between Emergent Behavior and Official Mandates; Workforce Diversity; Conclusion; Chapter 10 - Organizational Culture; Framing Culture; Diagnosing Culture; Data-Gathering Techniques; Conclusion; Part III - Applications; Chapter 11 - Diagnosis across the Organizational Life Cycle; Do Organizations Go through Life Cycle Stages?; Momentum versus Periodic UpheavalsDiagnosis during Life Cycle StagesOrganizational Decline; Conclusion; Chapter 12 - Labor Relations; Effectiveness and Ineffectiveness in Labor Relations Systems; Diagnostic Guidelines; Applying the Diagnostic Model; Future Development of the Model; Chapter 13 - Strategy Formation and Organizational Learning; Contingency Model of Strategic Decision Processes; Supporting Deliberate Strategies; Supporting Emerging Strategies; Contributing to Innovation and Organizational Learning; Conclusion; Chapter 14 - Diagnosing Macro Systems; Focusing on System Outcomes; Constructing a Diagnostic ModelConclusionPart IV - Bridging Theory and Practice; Chapter 15 - Applying Multiple Theoretical Frames; Advantages of Multiframe Diagnosis; Theoretical Diversity and Diagnosis; Choosing Frames; Combining Frames; Conclusion; References; Index; About the AuthorsThis text presents sharp-image diagnosis - a distinctive approach to organizational consultation and planned change that reflects current research and theorizing about organizational change and effectiveness.Organizational changeOrganizational effectivenessOrganizational change.Organizational effectiveness.658.4063Harrison Michael I117042Shirom Arie117590StDuBDSStDuBDSBOOK9910779215003321Organizational diagnosis and assessment3756102UNINA