{"text_format":"2","workbook":"xls","n_sheets":1,"sheets":["report2"],"not_rendered":{"charts":0,"images":0,"macros":0,"external_links":1,"defined_names":1,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"run_cost":"one","rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900","formulas":"cached_only"}

{"sheet":"report2","index":0,"n_rows":25,"n_cols":5,"rows_kept":25,"cut":false,"hidden":false,"merged":[[0,2,0,3],[0,4,0,5],[1,2,1,3],[1,4,1,5],[2,2,2,3],[2,4,2,5],[3,2,3,3],[4,2,4,3],[7,2,7,3],[8,2,8,3],[10,2,10,3],[13,2,13,3],[14,2,14,3],[18,2,18,3]],"flags":["formulas_cached_only"]}
[null,"1.","Record Nr.",null,"UNINA9910478867203321"]
[null,null,"Autore",null,"Harrison Michael I"]
[null,null,"Titolo",null,"Organizational diagnosis and assessment [[electronic resource] ] : bridging theory and practice / / Michael I. Harrison, Arie Shirom"]
[null,null,"Pubbl/distr/stampa",null,"Thousand Oaks, Calif. ; ; London, : SAGE, c1999"]
[null,null,"ISBN",null,"0-8039-5510-3"]
[{"$nulls":4},"1-322-41294-4"]
[{"$nulls":4},"1-4522-1284-8"]
[null,null,"Descrizione fisica",null,"1 online resource (497 p.)"]
[null,null,"Disciplina",null,"302.35"]
[{"$nulls":4},"658.4063"]
[null,null,"Soggetti",null,"Organizational change"]
[{"$nulls":4},"Organization - Evaluation"]
[{"$nulls":4},"Electronic books."]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references (p. 439-469) and index."]
[null,null,"Nota di contenuto",null,"Cover; Contents; Preface; Part I - Foundations; Chapter 1 - Frames and Models in Organizational Diagnosis; Diagnosis and the Management of Change; Models and Frames in Diagnosis; Sharp-Image Diagnosis; Diagnosis in Context; Effective Diagnosis; Chapter 2 - Applying the Open-Systems Frame; Background; Framework for Open-Systems Analysis; Diagnostic Principles and Procedures; Conclusion; Chapter 3 - Assessing Effectiveness and Ineffectiveness; Political Approaches to Diagnosis; Choosing Effectiveness Criteria; Conclusion; Chapter 4 - Diagnostic Models in Use; What Makes a Good Diagnostic Model?"]
[{"$nulls":4},"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; Conclusion"]
[{"$nulls":4},"Chapter 8 - Human Resource ManagementHRM Program Evaluation; Benchmarking; Assessing HRM's Strategic Contribution; Utility Analysis; Stakeholder Assessment; Conclusion; Chapter 9 - Emergent Behavior "]
[{"$nulls":4},"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 Upheavals"]
[{"$nulls":4},"Diagnosis during Life Cycle StagesOrganizational Decline; Conclusion; Chapter 12 - Labor Relations; Effectiveness and Ineffectiveness in Labor Relations Systems; Diagnostic Guidelines; Applying the Diagnostic Model; Future Development of the Model; Chapter 13 - Strategy Formation and Organizational Learning; Contingency Model of Strategic Decision Processes; Supporting Deliberate Strategies; Supporting Emerging Strategies; Contributing to Innovation and Organizational Learning; Conclusion; Chapter 14 - Diagnosing Macro Systems; Focusing on System Outcomes; Constructing a Diagnostic Model"]
[{"$nulls":4},"ConclusionPart 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 Authors"]
[null,null,null,"Sommario/riassunto","This 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."]