Handbook of Organizational Consultation, Second Editon

Robert Golembiewski

• Publisher: Routledge
• Year: 2019
• eBook ISBN: 9781482289909
• Edition: 2
• Topic: Politics & International Relations
• Subtopic: Politics
• Index: Politics & International Relations

The 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.

Table of contents

• Book Cover
• Title
• Copyright
• Dedication
• Preface to the Second Edition
• Preface to the First Edition
• Contents
• Contributors
• 1 Six Orientations for the Reader
• 2 Development, Transition, or Transformation
• 3 Selecting and Energizing a Team
• 4 Managers and Project Leaders Conducting Their Own Action Research Interventions
• 5 Linking Measurement to Motivation
• 6 The Consulcube
• 7 Consultation in Schools as Organizations for Learning
• 8 Five Stages for Self-Evaluating Organizations
• 9 Preventing Regression in Team Building
• 10 The Psychological Contract
• 11 Models of Development and Issues They Raise for Consultants
• 12 Operating Systems Interventions
• 13 American Quality
• 14 Team Building and its Risks
• 15 Using the Search Conference Technique for Team Socialization and Strategies Planning
• 16 Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and Management
• 17 Preentry Issues Revisited
• 18 Applying Action Research to Public Sector Problems
• 19 Using Large System Designs and Action Research to Develop Interorganizational Networks
• 20 Perceiving, Evaluating, and Responding to Change
• 21 Making Team Work
• 22 Sociotechnical Systems Consultation
• 23 Performance Appraisal Techniques and Applications
• 24 Managing Organizational Conflict
• 25 A Two-Phase Planning Process for Managing Change in Organizations
• 26 Micro and Macro Perspectives on Gain Sharing
• 27 Goal-Setting Programs
• 28 Enlivening Developmental Relationships
• 29 Strategies for Organizational Transition
• 30 Organizational Effectiveness and Development at Different Stages of Growth
• 31 Sexual Harassment
• 32 A Statement of Values and Ethics by Professionals in Organization and Human Systems Development
• 33 Issues in Ending Consultancies
• 34 Alternative Models for Structuring Work
• 35 Aspects of "Executive Constellations That Can Trouble Consulting
• 36 Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too
• 37 Burnout as a Focus for Consultants
• 38 Career-Planning Design
• 39 Competence via Regenerative Systems
• 40 Contexual Soecificity in Consultation
• 41 Continued Employability
• 42 Demotion Design
• 43 Diversity as Shining Goal or Sham?
• 44 Easing the Rigors of Mergers
• 45 Features of Energizing Data
• 46 Fine-Tuning Appreciative Inquiry
• 47 Flexi Time and Employee Control Over Work
• 48 Giving Effective Feedback
• 49 Group Norms as Levers for Consultants
• 50 Humans as Need-Fulfilling
• 51 Lessons From Downsizing
• 52 Managerial Responses to Transitions in Adult Development
• 53 Managing Transitions
• 54 Model This, Model That
• 55 Musings About Transformation
• 56 Organization Cultures via Distinguising Assumptions
• 57 Organizational Development in the Family
• 58 Organization Stages and Consultant Choice Making
• 59 Perspectives on My Consulting Practice
• 60 Process and Structure as Central in Total Quality Management
• 61 "Promise Not to Tell"
• 62 Psychological Contracts at Work
• 63 Resilience and Change at Three Levels
• 64 Risking Consultative Relationships to Stay Really Alive
• 65 Role Analysis Technique
• 66 Role Negotiation as a Controlling Design
• 67 Sensing Groups in Consultation
• 68 Sociopathology in Today's Organizations
• 69 Stakeholders in Consultation
• 70 Success Rates in Planned Change
• 71 The Dominant Intervention Theory and Its Selected Shortfalls
• 72 The Intervenor's World
• 73 Three Models of Learning
• 74 Toward a Process Orientation
• 75 Town Meeting as a Super-Optimum Solution in a Cutback Mode
• 76 Vision or Core Mission
• 77 Voluntary Organizations
• 78 Confrontation Design
• 79 Third-Party Consultation
• 80 High-Performing Teams
• 81 Quality of Work Life for Consultants
• 82 The Interview as a Consulting Tool
• 83 The Perils of Intensive Management Training and How to Avoid Them
• 84 Facilitating Organizational Change Through Survey/Feedback and Implementation
• 85 Approaches to Organizational Needs Assessment
• 86 How Consultants can Anticipate and Trigger Group Development
• 87 Productivity and the Quality of Work Life
• 88 Forecasting the Future
• 89 Project Management for Organizational Consulting
• 90 How to Give Meaningful Praise
• 91 Managing the Older Worker
• 92 Emotions and Consultancy
• 93 Knowing and Surfacing Organizational Culture
• 94 Cross-Culture Perspectives
• 95 A Model for Negotiation
• 96 Organizational Innovation as the Management of Interdependence in Networks
• 97 Downsizing as Mode of Organizational Change
• 98 Ethical Issues in Organizational Consultation
• 99 Essential Competencies for Internal and External OD Consultants
• 100 Organizing in the Knowledge Age
• 101 An Intersection
• 102 A Typology of Change Programs
• 103 Group Support Systems
• 104 Privacy
• 105 Organizational Change as Applied Art
• 106 Process Consulting Guidelines for Development Assistance, With Case Study
• 107 Techniques for the Management of Organizational Change
• 108 The Production of Usable Knowledge
• 109 Process Consulting in a Content Field
• 110 A Burnout Workshop
• 111 Burnout in Organizational Consultation
• 112 Managing Organizational Change
• 113 Employee Assistance Programs and Workplace Consultation
• 114 Tailored Management Development as a Vehicle for Strategy Implementation
• 115 Models of Consultation
• 116 Time Management Hints
• 117 Creating the Learning Organization
• 118 Creating Work Cultures With Competitive Advantage
• 119 Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach
• 120 Self-Awareness
• 121 Values, People, and Organizations
• 122 Defective Group Decisions
• 123 Roles in Group Development
• 124 Strategic Planning
• 125 Culture-Focused T Group
• 126 Consulting as Empowerment
• 127 Critical Factors in Team Success
• 128 Rethinking Organization Development for the learning Organization
• 129 Developing Effective Community Groups
• 130 Using Success as a Framework for Community-Based Needs Assessment
• Author Index
• Subject Index