Handbook of Organizational Consultation, Second Editon
eBook - ePub

Handbook of Organizational Consultation, Second Editon

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eBook - ePub

Handbook of Organizational Consultation, Second Editon

About this book

Updating the original, Transforms and Applications Handbook, Third Edition solidifies its place as the complete resource on those mathematical transforms most frequently used by engineers, scientists, and mathematicians. Highlighting the use of transforms and their properties, this latest edition of the bestseller begins with a solid introduction to signals and systems, including properties of the delta function and some classical orthogonal functions.
It then goes on to detail different transforms, including lapped, Mellin, wavelet, and Hartley varieties. Written by top experts, each chapter provides numerous examples and applications that clearly demonstrate the unique purpose and properties of each type. The material is presented in a way that makes it easy for readers from different backgrounds to familiarize themselves with the wide range of transform applications.
Revisiting transforms previously covered, this book adds information on other important ones, including:



  • Finite Hankel, Legendre, Jacobi, Gengenbauer, Laguerre, and Hermite


  • Fraction Fourier


  • Zak


  • Continuous and discrete Chirp-Fourier


  • Multidimensional discrete unitary


  • Hilbert-Huang

Most comparable books cover only a few of the transforms addressed here, making this text by far the most useful for anyone involved in signal processing—including electrical and communication engineers, mathematicians, and any other scientist working in this field.

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Table of contents

  1. Cover Page
  2. Half Title
  3. Copyright Page
  4. Dedication
  5. Preface to the Second Edition
  6. Preface to the First Edition
  7. Table of Contents
  8. Contributors
  9. 1. Six Orientations for the Reader: An Interpretive Introduction
  10. 2. Development, Transition, or Transformation: Bringing Change Leadership
  11. 3. Selecting and Energizing a Team
  12. 4. Managers and Project Leaders Conducting Their Own Action Research Interventions
  13. 5. Linking Measurement to Motivation
  14. 6. The Consulcube: Strategies for Consultation
  15. 7. Consultation in Schools as Organizations for Learning
  16. 8. Five Stages for Self-Evaluating Organizations
  17. 9. Preventing Regression in Team Building: A Longitudinal Study of the Personal Management Interview
  18. 10. The Psychological Contract
  19. 11. Models of Development and Issues They Raise for Consultants Robert A.Boudreau
  20. 12. Operating Systems Interventions
  21. 13. American Quality: Born Again Richard E.Byrd
  22. 14. Team Building and Its Risks
  23. 15. Using the Search Conference Technique for Team Socialization and Strategic Planning
  24. 16. Conceptual and Consulting Aspects of Stakeholder Theory, Thinking, and
  25. 17. Preentry Issues Revisited
  26. 18. Applying Action Research to Public Sector Problems: International Perspectives
  27. 19. Using Large System Designs and Action Research to Develop Interorganizational Networks
  28. 20. Perceiving, Evaluating, and Responding to Change: An Interlevel Approach
  29. 21. Making Teams Work: Implications for Consulting Practice
  30. 22. Sociotechnical Systems Consultation
  31. 23. Performance Appraisal Techniques and Applications: Guides for Consultants
  32. 24. Managing Organizational Conflict
  33. 25. A Two-Phase Planning Process for Managing Change in Organizations C.M.Dick Deaner
  34. 26. Micro and Macro Perspectives on Gain Shar ing: Achieving
  35. 27. Goal-Setting Programs: An Agenda for Practitioners
  36. 28. Enlivening Developmental Relationships: The Next Best Thing to Mentoring and Coaching
  37. 29. Strategies for Organizational Transition
  38. 30. Organizational Effectiveness and Development at Different Stages of Growth: Implications for Consultants
  39. 31. Sexual Harassment: What’s Old, What’s New?
  40. 32. A Statement of Values and Ethics by Professionals in Organization and Human Systems Development
  41. 33. Issues in Ending consultancies
  42. 34. Alternative Models for Structuring Work
  43. 35. Aspects of “Executive Constellations” That Can Trouble Consulting Robert T.Golembiewski
  44. 36. Balance as a Useful Metaphor for Consultation and Fly-Fishing, Too Robert T.Golembiewski
  45. 37. Burnout as a Focus for Consultants: Significance, Incidence, and Persistence of Phases
  46. 38. Career-Planning Design
  47. 39. Competence via Regenerative Systems
  48. 40. Contextual Specificity in Consultation: Similarities and Differences Between Business and Public Sectors
  49. 41. Continued Employability: More of the Old Fast-Shuffle, or an Emerging New Balance?
  50. 42. Demotion Design: An Option for ForwardLooking Organizations Robert T.Golembiewski
  51. 43. Diversity as Shining Goal or Sham? Equifinality Definitely Does Not Appty
  52. 44. Easing the Rigors of Mergers: Some Guidelines from Experience Robert T.Golembiewski
  53. 45. Features of Energizing Data
  54. 46. Fine-Tuning Appreciative Inquiry: Two Ways of Circumscribing the Concept’s Value-Added
  55. 47. Flexi Time and Employee Control Over Work
  56. 48. Giving Effective Feedback
  57. 49. Group Norms as Levers for Consultants
  58. 50. Humans as Need-Fulfilling: Implications for Consultants
  59. 51. Lessons from Downsizing: Some Things to Avoid and Others to Emphasize
  60. 52. Managerial Responses to Transitions in Adult Development
  61. 53. Managing Transitions
  62. 54. Model This, Model That: Consultants Can’t Do Without Them
  63. 55. Musings About Transformation: Is That Someone on a White Horse Coming Around a the Corner?
  64. 56. Organization Cultures via Distinguishing Assumptions
  65. 57. Organizational Development in the Family
  66. 58. Organization Stages and Consultant Choice a Making: A Critical Junction Robert T.Golembiewski
  67. 59. Perspectives on My Consulting Practice: Looking Backward While Moving On
  68. 60. Process and Structure as Central in Total Quality Management
  69. 61. “Promise Not to Tell”: Confidentiality in Consultation
  70. 62. Psychological Contracts at Work
  71. 63. Resilience and Change at Three Levels
  72. 64. Risking Consultative Relationships to Stay Really Alive
  73. 65. Role Analysis Technique
  74. 66. Role Negotiation as a Controlling Design
  75. 67. Sensing Groups in Consultation
  76. 68. Sociopathology in Today’s Organizations: Major Contributing Features, and Ways of Blunting Their Impact
  77. 69. Stakeholders in Consultation
  78. 70. Success Rates in Planned Change: Five Aspects of an Optimistic Diagnosis
  79. 71 The Dominant Intervention Theory and Its Selected Shortfalls
  80. 72. The Intervenor’s World: Overall Features and Special Traps
  81. 73. Three Models of Learning: Choices and Consequences
  82. 74. Toward a Process Orientation
  83. 75. Town Meeting as a Super-Optimum Solution in a Cutback Mode
  84. 76. Vision or Core Mission
  85. 77. Voluntary Organizations: Some Worthwhile Lessons
  86. 78. Confrontation Design: Training and Relational Learning
  87. 79. Third-Party Consultation; Basic Features and One Misapplication Robert T.Golembiewski
  88. 80. High-Performing Teams: A Definition
  89. 81. Quality of Work Life for Consultants
  90. 82. The Interview as a Consulting Tool: a Lessons from the Hiring Interview Tom Janz
  91. 83. The Perils of Intensive Management Training and How to Avoid Them Robert E.Kaplan
  92. 84. Facilitating Organizational Change Through Survey/Feedback and Implementation
  93. 85. Approaches to Organizational Needs Assessment
  94. 86. How Consultants Can Anticipate and Trigger Group Development: Alternative Models and Their Applied Implications
  95. 87. III Productivity and the Quality of Work Life
  96. 88. Forecasting the Future: The Delphi Method in Organizational Consulting Robert Loo
  97. 89. Project Management for Organizational Consulting
  98. 90. How to Give Meaningful Praise
  99. 91. Managing the Older W orker Robert A.Luke, Jr.
  100. 92. Emotions and Consultancy: Toward a Psychology of Helping Craig C.Lundberg
  101. 93. Knowing and Surfacing Organizational Culture: A Consultant’s Guide Craig C.Lundberg
  102. 94. Cross-Cultural Perspectives
  103. 95. A Model for Negotiation
  104. 96. Organizational Innovation as the Management of Interdependencies in Networks
  105. 97. Downsizing as a Mode of Organizational Change
  106. 98. Ethical Issues in Organizational Consultation
  107. 99. Essential Competencies for Internal and External OD Consultants Gary N.McLean
  108. 100.Organizing in the Knowledge Age: Anticipating the Cellular Form Raymond E.Miles
  109. 101. An Intersection: Collaboration and SelfConcept
  110. 102. A Typology of Change Programs: A Road Map to Change Programs and Their Differences from a Global Perspective
  111. 103. Group Support Systems: An Organization Development Intervention to Combat Groupthink
  112. 104. Privacy: Legal and Ethical Considerations for Consultants
  113. 105. Organizational Change as Applied Art: Blending Pace, Magnitude, and Depth
  114. 106. Process Consulting Guidelines for Development Assistance, with Case Study
  115. 107. Techniques for the Management of Organizational Change
  116. 108. The Production of Usable Knowledge
  117. 109. Process Consulting in a Content Field
  118. 110. A Burnout Workshop: Design and Rationale
  119. 111. Burnout in Organizational Consultation
  120. 112. Managing Organizational Change: A Primer for Consultants and Managers
  121. 113. Employee Assistance Programs and Workplace Consultation: Change, Opportunities, and Barriers as We Enter the Twenty-First Century Paul M.Roman
  122. 114. Tailored Management Development as a Vehicle for Strategy Implementation
  123. 115. Models of Consultation: What Do Organizations of the Twenty-First Century Need?
  124. 116. Time Management Hints
  125. 117. Creating the Learning Organization: Beyond Mechanisms
  126. 118. Creating Work Cultures with Competitive Advantage
  127. 119. Essential Differences Between Traditional Approaches to Consulting and a Collaborative Approach
  128. 120. Self-Awareness: An Essential Element Underlying Consultant Effectiveness
  129. 121. Values, People, and Organizations
  130. 122. Defective Group Decisions: Diagnosis and Intervention in Situations of Misguided Agreement
  131. 123. Roles in Group Development
  132. 124. Strategic Planning
  133. 125. Culture-Focused T Group: Laboratory Learning from the Interpretive Perspective
  134. 126. Consulting as Empowerment: Building Capacity Through Participatory Research, Experiential Learning, and Awareness
  135. 127. Critical Factors in Team Success: Diagnostic Questions for Team Leaders and Facilitators
  136. 128. Rethinking Organization Development for Robert T.Golembiewski the Learning Organization
  137. 129. Developing Effective Community Groups
  138. 130. Using Success as a Framework for Community-Based Needs Assessment
  139. Author Index
  140. Subject Index

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