09009oam 2200649I 450 991081434950332120230614125946.00-429-27129-81-4822-8990-30-585-37487-21-280-13960-90-203-90967-410.4324/9781482289909(CKB)1000000000401745(OCoLC)70771484(CaPaEBR)ebrary10051122(SSID)ssj0000168006(PQKBManifestationID)11163748(PQKBTitleCode)TC0000168006(PQKBWorkID)10196961(PQKB)11262334(MiAaPQ)EBC3059137(Au-PeEL)EBL3059137(CaPaEBR)ebr10051122(CaONFJC)MIL13960(OCoLC)922955284(OCoLC)1000426123(EXLCZ)99100000000040174520180706d2000 uy 0engurcn|||||||||txtccrHandbook of organizational consultation /edited by Robert T. Golembiewski2nd ed., rev. and expanded.New York :Marcel Dekker,2000.1 online resource (1068 p.)Public administration and public policy ;48Bibliographic Level Mode of Issuance: Monograph0-8247-0321-9 0-8247-4650-3 Includes bibliographical references and indexes.chapter 1 Six Orientations for the Reader --chapter 2 Development, Transition, or Transformation --chapter 3 Selecting and Energizing a Team --chapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions --chapter 5 Linking Measurement to Motivation --chapter 6 The Consulcube --chapter 7 Values, People, and Organizations /Robert Tannenbaum Sheldon Davis --chapter 8 Five Stages for Self-Evaluating Organizations --chapter 9 Preventing Regression in Team Building --chapter 10 The Psychological Contract --chapter 11 Models of Development and Issues They Raise for Consultants --chapter 12 Operating Systems Interventions --chapter 13 American Quality --chapter 14 Team Building and its Risks --chapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning --chapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management --chapter 17 Preentry Issues Revisited --chapter 18 Applying Action Research to Public Sector Problems --chapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks --chapter 20 Perceiving, Evaluating, and Responding to Change --chapter 21 Making Team Work --chapter 22 Sociotechnical Systems Consultation --chapter 23 Performance Appraisal Techniques and Applications --chapter 24 Managing Organizational Conflict --chapter 25 A Two-Phase Planning Process for Managing Change in Organizations --chapter 26 Micro and Macro Perspectives on Gain Sharing --chapter 27 Goal-Setting Programs --chapter 28 Enlivening Developmental Relationships --chapter 29 Strategies for Organizational Transition --chapter 30 Organizational Effectiveness and Development at Different Stages of Growth --chapter 31 Sexual Harassment --chapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development --chapter 33 Issues in Ending Consultancies --chapter 34 Alternative Models for Structuring Work --chapter 35 Aspects of --chapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too --chapter 37 Burnout as a Focus for Consultants --chapter 38 Career-Planning Design --chapter 39 Competence via Regenerative Systems --chapter 40 Contexual Soecificity in Consultation --chapter 41 Continued Employability --chapter 42 Demotion Design --chapter 43 Diversity as Shining Goal or Sham? --chapter 44 Easing the Rigors of Mergers --chapter 45 Features of Energizing Data --chapter 46 Fine-Tuning Appreciative Inquiry --chapter 47 Flexi Time and Employee Control Over Work --chapter 48 Giving Effective Feedback --chapter 49 Group Norms as Levers for Consultants --chapter 50 Humans as Need-Fulfilling --chapter 51 Lessons From Downsizing --chapter 52 Managerial Responses to Transitions in Adult Development --chapter 53 Managing Transitions --chapter 54 Model This, Model That --chapter 55 Musings About Transformation --chapter 56 Organization Cultures via Distinguising Assumptions --chapter 57 Organizational Development in the Family --chapter 58 Organization Stages and Consultant Choice Making --chapter 59 Perspectives on My Consulting Practice --chapter 60 Process and Structure as Central in Total Quality Management --chapter 61 --chapter 62 Psychological Contracts at Work --chapter 63 Resilience and Change at Three Levels --chapter 64 Risking Consultative Relationships to Stay Really Alive --chapter 65 Role Analysis Technique --chapter 66 Role Negotiation as a Controlling Design.chapter 67 Sensing Groups in Consultation --chapter 68 Sociopathology in Today's Organizations --chapter 69 Stakeholders in Consultation --chapter 70 Success Rates in Planned Change --chapter 71 The Dominant Intervention Theory and Its Selected Shortfalls /Robert T. Golembiewski --chapter 72 The Intervenor's World --chapter 73 Three Models of Learning --chapter 74 Toward a Process Orientation --chapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode --chapter 76 Vision or Core Mission --chapter 77 Voluntary Organizations --chapter 78 Confrontation Design --chapter 79 Third-Party Consultation --chapter 80 High-Performing Teams --chapter 81 Quality of Work Life for Consultants --chapter 82 The Interview as a Consulting Tool --chapter 83 The Perils of Intensive Management Training and How to Avoid Them --chapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation --chapter 85 Approaches to Organizational Needs Assessment --chapter 86 How Consultants can Anticipate and Trigger Group Development --chapter 87 Productivity and the Quality of Work Life --chapter 88 Forecasting the Future --chapter 89 Project Management for Organizational Consulting --chapter 90 How to Give Meaningful Praise --chapter 91 Managing the Older Worker --chapter 92 Emotions and Consultancy --chapter 93 Knowing and Surfacing Organizational Culture --chapter 94 Cross-Culture Perspectives --chapter 95 A Model for Negotiation --chapter 96 Organizational Innovation as the Management of Interdependence in Networks --chapter 97 Downsizing as Mode of Organizational Change --chapter 98 Ethical Issues in Organizational Consultation --chapter 99 Essential Competencies for Internal and External OD Consultants --chapter 100 Organizing in the Knowledge Age --chapter 101 An Intersection --chapter 102 A Typology of Change Programs --chapter 103 Group Support Systems --chapter 104 Privacy --chapter 105 Organizational Change as Applied Art --chapter 106 Process Consulting Guidelines for Development Assistance, With Case Study --chapter 107 Techniques for the Management of Organizational Change --chapter 108 The Production of Usable Knowledge --chapter 109 Process Consulting in a Content Field --chapter 110 A Burnout Workshop --chapter 111 Burnout in Organizational Consultation --chapter 112 Managing Organizational Change --chapter 113 Employee Assistance Programs and Workplace Consultation --chapter 114 Tailored Management Development as a Vehicle for Strategy Implementation --chapter 115 Models of Consultation --chapter 116 Time Management Hints --chapter 117 Creating the Learning Organization --chapter 118 Creating Work Cultures With Competitive Advantage --chapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach --chapter 120 Self-Awareness --chapter 121 Values, People, and Organizations --chapter 122 Defective Group Decisions --chapter 123 Roles in Group Development --chapter 124 Strategic Planning --chapter 125 Culture-Focused T Group --chapter 126 Consulting as Empowerment --chapter 127 Critical Factors in Team Success --chapter 128 Rethinking Organization Development for the learning Organization --chapter 129 Developing Effective Community Groups --chapter 130 Using Success as a Framework for Community-Based Needs Assessment.Public administration and public policy ;48.ConsultantsHandbooks, manuals, etcConsultants001/.068Golembiewski Robert T499248MiAaPQMiAaPQMiAaPQBOOK9910814349503321Handbook of organizational consultation3963594UNINA