LEADER 09070nam 22006734a 450 001 9910814349503321 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(OCoLC)43790617 035 $a(FINmELB)ELB141919 035 $a(EXLCZ)991000000000401745 100 $a20000327d2000 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 $aNew York $cMarcel Dekker$dc2000 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 615 0$aConsultants 676 $a001/.068 701 $aGolembiewski$b Robert T$0499248 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910814349503321 996 $aHandbook of organizational consultation$93963594 997 $aUNINA