Practicing Organization Development (A guide for Consultants) - Part 39 pdf

... by trying things out, and to trans- form itself continually; • The encouragement of both intra-organizational and boundary-span- ning (for example, outside the organization) dialogue; • The tolerance ... (2002). Organization development and the bottom line: Linking soft measures and hard measures. In J. Waclawski & A.H. Church (Eds.), Organization development: A data-driven appro...

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... motivation of the workforce. It is intended to help the software organizations to (1) characterize the matu- rity of their workforce practices; (2) guide a program of continuous workforce development; ... their workforce practices. The P-CMM focuses on improving practices related to the work envi- ronment, communication, staffing, managing performance, training, compen- sation, competency...

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... of Instill responsibility for followthr ough change (3) change Involve participants so they begin to own the process Be comfortable Be comfortable 2 Be comfortable Perform effectively in an atmosphere ... conduct transorganizational development Demonstrate ability to conduct community development Consider creative alternatives (?) Create an Participatively 5 Participatively Co-create...

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... OD efforts and plan future actions before, during, and after assessments to provide excellent information for eval- uating the results of OD efforts. This purpose, of course, favors well- planned ... information that results in a merger, inter -organization effort, or cross-cultural project being successful; • The elation and value that come from discovering through an assess- ment that ef...

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... consider where to house the organization s data. Many organizations keep their information decentralized. In some cases, infor- mation is kept from other parts of the organization. Creating a whole ... increase in cus- tomer intention-to-return. This 3 percent increase in customer intention-to-return may then lead to a 4 percent increase in actual customer retention and a 2 per- cent increa...

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... Not every organization is ready for T-groups; • T-groups seem to work best with a minimum of eight and a maximum of twelve participants—which raises the cost-effectiveness question, espe- cially ... Mentoring Ironically, the deeper the personal development goes in a mentoring relation- ship, the more risky it becomes. Above-the-waterline conversations are safer for both parties. Neith...

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... 391 393 ; for deep empowerment for personal transforma- tion, 393 394 ; described, 389 390 ; personal development using, 386–387; STRIPES approach to, 390 391 Code of Ethics, 500–501 Cognitive dissonance, ... cultural organization, 296e–297e; developing philoso- phy for, 276; executive development, 399 e Assessment methods: advantages and disad- vantages of, 296e–298e; examining...

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... addi- tion to the achievement of a pre-stated goal. Usually contrived—undertaking a desert expedition, for example—this type of learning method offers an engaging means for participants to demon- strate ... method for focusing specifically on his or her own behav- ior. Instruments also are used to obtain information that will serve as a basis for change and to assist in workforce plann...

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... it should be changed from Practicing Organization Develop- ment: The Change Agent Series for Groups and Organizations” to the “Practic- ing Organization Change and Development Series.” While ... about organization change and development and that it will be of great assistance to change prac- titioners and organization leaders entrusted with growth, development, and per- forman...

Ngày tải lên: 02/07/2014, 02:20

... change efforts. Practicing Organization Development: A Guide for Consultants (2nd ed.) is about facilitating these and other organizational changes. But this book is not about just any type of organizational ... resources can also be found at the Practicing Organization Change and Development website (www.PracticingOD.com). HOW IS THIS EDITION OF PRACTICING ORGANIZATION DE...

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