This book presents a distinctive approach to organizational consultation and planned change that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frameworks to produce empirically grounded models of sources of ineffectiveness and forces for change. The book offers workable solutions to critical problems and demonstrates ways to meet organizational challenges such as market downturns, technological change, and alliances with other organizations.
This book presents a distinctive approach to organizational consultation and planned change that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frameworks to produce empirically grounded models of sources of ineffectiveness and forces for change. The book offers workable solutions to critical problems and demonstrates ways to meet organizational challenges such as market downturns, technological change, and alliances with other organizations.
Michael I. Harrison, Ph.D, is a Senior Social Scientist in the Center for Delivery, Organization, and Markets at the Agency for Healthcare Research and Quality (AHRQ). He leads Agency activities in Health System Design, manages and contributes to research in delivery systems across the United States, and conducts research on organizational improvement and implementation of system change. His publications include papers in leading health services research journals, Diagnosing Organizations: Methods, Models, and Processes (Sage, 2005), and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (SAGE, 2004). He has given presentations and led workshops at scientific and professional conferences throughout the United States and Europe.Dr. Harrison holds a Ph.D. in Sociology from the University of Michigan. He was previously a faculty member at the State University of New York (SUNY), Stony Brook, and at Bar Ilan University in Israel; a visiting professor at Boston College and Haifa University; and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health.
Inhaltsangabe
PART ONE: FOUNDATIONS Frames and Models in Organizational Diagnosis Applying the Open-Systems Frame Assessing Effectiveness and Ineffectiveness Diagnostic Models in Use Diagnosing Organizational Politics PART TWO: FOCAL AREAS Group Performance Organization Design Human Resource Management Emergent Behavior and Workforce Diversity Organizational Culture PART THREE: APPLICATIONS Diagnosis across the Organizational Life Cycle Labor Relations Strategy Formation and Organizational Learning Diagnosing Macro Systems PART FOUR: BRIDGING THEORY AND PRACTICE Applying Multiple Theoretical Frames
PART ONE: FOUNDATIONS Frames and Models in Organizational Diagnosis Applying the Open-Systems Frame Assessing Effectiveness and Ineffectiveness Diagnostic Models in Use Diagnosing Organizational Politics PART TWO: FOCAL AREAS Group Performance Organization Design Human Resource Management Emergent Behavior and Workforce Diversity Organizational Culture PART THREE: APPLICATIONS Diagnosis across the Organizational Life Cycle Labor Relations Strategy Formation and Organizational Learning Diagnosing Macro Systems PART FOUR: BRIDGING THEORY AND PRACTICE Applying Multiple Theoretical Frames
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