LEADER 10090nam 22008174a 450 001 9910973219603321 005 20251116202432.0 010 $a9781040222089 010 $a1040222080 010 $a9780429271298 010 $a0429271298 010 $a9781482289909 010 $a1482289903 010 $a9780585374871 010 $a0585374872 010 $a9781280139604 010 $a1280139609 010 $a9780203909676 010 $a0203909674 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(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(MiAaPQ)EBC3059137 035 $a(BIP)120010753 035 $a(BIP)6901438 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 $aBibliographic Level Mode of Issuance: Monograph 311 08$a9780824703219 311 08$a0824703219 311 08$a9780824746506 311 08$a0824746503 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. 330 $aThe second edition of the Handbook of Organizational Consultation includes more than 35 additional chapters and an expanded list of international contributors. It addresses all aspects of organizational consulting, including normative, empirical and political topics - and offers a broad view of consultation diagnoses, problem centers, and interventions. Perspectives on Political Science said this book is a reference guide, training handbook, and practitioner's tool [that] .stand[s] alone as a comprehensive source of information and guidance on the consultancy enterprise. . ..a careful reading of this book will be a profitable endeavor for both consulting practitioners and their clients. 410 0$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 $a9910973219603321 996 $aHandbook of organizational consultation$94327568 997 $aUNINA