LEADER 09172oam 2200661I 450 001 9910458104703321 005 20200520144314.0 010 $a0-429-27129-8 010 $a1-4822-8990-3 010 $a0-585-37487-2 010 $a1-280-13960-9 010 $a0-203-90967-4 024 7 $a10.4324/9781482289909 035 $a(CKB)1000000000401745 035 $a(OCoLC)70771484 035 $a(CaPaEBR)ebrary10051122 035 $a(SSID)ssj0000168006 035 $a(PQKBManifestationID)11163748 035 $a(PQKBTitleCode)TC0000168006 035 $a(PQKBWorkID)10196961 035 $a(PQKB)11262334 035 $a(MiAaPQ)EBC3059137 035 $a(Au-PeEL)EBL3059137 035 $a(CaPaEBR)ebr10051122 035 $a(CaONFJC)MIL13960 035 $a(OCoLC)922955284 035 $a(OCoLC)1000426123 035 $a(EXLCZ)991000000000401745 100 $a20180706d2000 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aHandbook of organizational consultation /$fedited by Robert T. Golembiewski 205 $a2nd ed., rev. and expanded. 210 1$aNew York :$cMarcel Dekker,$d2000. 215 $a1 online resource (1068 p.) 225 1 $aPublic administration and public policy ;$v48 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a0-8247-0321-9 311 $a0-8247-4650-3 320 $aIncludes bibliographical references and indexes. 327 $tchapter 1 Six Orientations for the Reader -- $tchapter 2 Development, Transition, or Transformation -- $tchapter 3 Selecting and Energizing a Team -- $tchapter 4 Managers and Project Leaders Conducting Their Own Action Research Interventions -- $tchapter 5 Linking Measurement to Motivation -- $tchapter 6 The Consulcube -- $tchapter 7 Values, People, and Organizations /$rRobert Tannenbaum Sheldon Davis -- $tchapter 8 Five Stages for Self-Evaluating Organizations -- $tchapter 9 Preventing Regression in Team Building -- $tchapter 10 The Psychological Contract -- $tchapter 11 Models of Development and Issues They Raise for Consultants -- $tchapter 12 Operating Systems Interventions -- $tchapter 13 American Quality -- $tchapter 14 Team Building and its Risks -- $tchapter 15 Using the Search Conference Technique for Team Socialization and Strategies Planning -- $tchapter 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management -- $tchapter 17 Preentry Issues Revisited -- $tchapter 18 Applying Action Research to Public Sector Problems -- $tchapter 19 Using Large System Designs and Action Research to Develop Interorganizational Networks -- $tchapter 20 Perceiving, Evaluating, and Responding to Change -- $tchapter 21 Making Team Work -- $tchapter 22 Sociotechnical Systems Consultation -- $tchapter 23 Performance Appraisal Techniques and Applications -- $tchapter 24 Managing Organizational Conflict -- $tchapter 25 A Two-Phase Planning Process for Managing Change in Organizations -- $tchapter 26 Micro and Macro Perspectives on Gain Sharing -- $tchapter 27 Goal-Setting Programs -- $tchapter 28 Enlivening Developmental Relationships -- $tchapter 29 Strategies for Organizational Transition -- $tchapter 30 Organizational Effectiveness and Development at Different Stages of Growth -- $tchapter 31 Sexual Harassment -- $tchapter 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development -- $tchapter 33 Issues in Ending Consultancies -- $tchapter 34 Alternative Models for Structuring Work -- $tchapter 35 Aspects of -- $tchapter 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too -- $tchapter 37 Burnout as a Focus for Consultants -- $tchapter 38 Career-Planning Design -- $tchapter 39 Competence via Regenerative Systems -- $tchapter 40 Contexual Soecificity in Consultation -- $tchapter 41 Continued Employability -- $tchapter 42 Demotion Design -- $tchapter 43 Diversity as Shining Goal or Sham? -- $tchapter 44 Easing the Rigors of Mergers -- $tchapter 45 Features of Energizing Data -- $tchapter 46 Fine-Tuning Appreciative Inquiry -- $tchapter 47 Flexi Time and Employee Control Over Work -- $tchapter 48 Giving Effective Feedback -- $tchapter 49 Group Norms as Levers for Consultants -- $tchapter 50 Humans as Need-Fulfilling -- $tchapter 51 Lessons From Downsizing -- $tchapter 52 Managerial Responses to Transitions in Adult Development -- $tchapter 53 Managing Transitions -- $tchapter 54 Model This, Model That -- $tchapter 55 Musings About Transformation -- $tchapter 56 Organization Cultures via Distinguising Assumptions -- $tchapter 57 Organizational Development in the Family -- $tchapter 58 Organization Stages and Consultant Choice Making -- $tchapter 59 Perspectives on My Consulting Practice -- $tchapter 60 Process and Structure as Central in Total Quality Management -- $tchapter 61 -- $tchapter 62 Psychological Contracts at Work -- $tchapter 63 Resilience and Change at Three Levels -- $tchapter 64 Risking Consultative Relationships to Stay Really Alive -- $tchapter 65 Role Analysis Technique -- $tchapter 66 Role Negotiation as a Controlling Design. 327 $tchapter 67 Sensing Groups in Consultation -- $tchapter 68 Sociopathology in Today's Organizations -- $tchapter 69 Stakeholders in Consultation -- $tchapter 70 Success Rates in Planned Change -- $tchapter 71 The Dominant Intervention Theory and Its Selected Shortfalls /$rRobert T. Golembiewski -- $tchapter 72 The Intervenor's World -- $tchapter 73 Three Models of Learning -- $tchapter 74 Toward a Process Orientation -- $tchapter 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode -- $tchapter 76 Vision or Core Mission -- $tchapter 77 Voluntary Organizations -- $tchapter 78 Confrontation Design -- $tchapter 79 Third-Party Consultation -- $tchapter 80 High-Performing Teams -- $tchapter 81 Quality of Work Life for Consultants -- $tchapter 82 The Interview as a Consulting Tool -- $tchapter 83 The Perils of Intensive Management Training and How to Avoid Them -- $tchapter 84 Facilitating Organizational Change Through Survey/Feedback and Implementation -- $tchapter 85 Approaches to Organizational Needs Assessment -- $tchapter 86 How Consultants can Anticipate and Trigger Group Development -- $tchapter 87 Productivity and the Quality of Work Life -- $tchapter 88 Forecasting the Future -- $tchapter 89 Project Management for Organizational Consulting -- $tchapter 90 How to Give Meaningful Praise -- $tchapter 91 Managing the Older Worker -- $tchapter 92 Emotions and Consultancy -- $tchapter 93 Knowing and Surfacing Organizational Culture -- $tchapter 94 Cross-Culture Perspectives -- $tchapter 95 A Model for Negotiation -- $tchapter 96 Organizational Innovation as the Management of Interdependence in Networks -- $tchapter 97 Downsizing as Mode of Organizational Change -- $tchapter 98 Ethical Issues in Organizational Consultation -- $tchapter 99 Essential Competencies for Internal and External OD Consultants -- $tchapter 100 Organizing in the Knowledge Age -- $tchapter 101 An Intersection -- $tchapter 102 A Typology of Change Programs -- $tchapter 103 Group Support Systems -- $tchapter 104 Privacy -- $tchapter 105 Organizational Change as Applied Art -- $tchapter 106 Process Consulting Guidelines for Development Assistance, With Case Study -- $tchapter 107 Techniques for the Management of Organizational Change -- $tchapter 108 The Production of Usable Knowledge -- $tchapter 109 Process Consulting in a Content Field -- $tchapter 110 A Burnout Workshop -- $tchapter 111 Burnout in Organizational Consultation -- $tchapter 112 Managing Organizational Change -- $tchapter 113 Employee Assistance Programs and Workplace Consultation -- $tchapter 114 Tailored Management Development as a Vehicle for Strategy Implementation -- $tchapter 115 Models of Consultation -- $tchapter 116 Time Management Hints -- $tchapter 117 Creating the Learning Organization -- $tchapter 118 Creating Work Cultures With Competitive Advantage -- $tchapter 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach -- $tchapter 120 Self-Awareness -- $tchapter 121 Values, People, and Organizations -- $tchapter 122 Defective Group Decisions -- $tchapter 123 Roles in Group Development -- $tchapter 124 Strategic Planning -- $tchapter 125 Culture-Focused T Group -- $tchapter 126 Consulting as Empowerment -- $tchapter 127 Critical Factors in Team Success -- $tchapter 128 Rethinking Organization Development for the learning Organization -- $tchapter 129 Developing Effective Community Groups -- $tchapter 130 Using Success as a Framework for Community-Based Needs Assessment. 410 0$aPublic administration and public policy ;$v48. 606 $aConsultants$vHandbooks, manuals, etc 608 $aElectronic books. 615 0$aConsultants 676 $a001/.068 701 $aGolembiewski$b Robert T$0499248 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910458104703321 996 $aHandbook of organizational consultation$92144825 997 $aUNINA