Higher Education

MindTap for Organization Development and Change

Author(s): Thomas G. Cummings | Christopher G. Worley

ISBN: 9781337675772

Edition: 11th

© Year : 2019


Binding: eBook

Imprint : South Western


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MindTap Management for Cummings/Worley's Organization Development and Change, 11th Edition is the digital learning solution that powers students from memorization to mastery. It gives you complete control of your course--to provide engaging content, to challenge every individual and to build their confidence. Empower students to accelerate their progress with MindTap. MindTap: Powered by You. MindTap gives you complete ownership of your content and learning experience. Customize the interactive syllabi, emphasize the most important topics and add your own material or notes in the ebook.

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  • MindTap is an outcome-driven application that propels students from memorization to mastery. It’s the only platform that gives you complete ownership of your course. With it, you can challenge every student, build their confidence and empower them to be unstoppable.
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CHAPTER 1 General Introduction to Organization Development

1-1 Organization Development Defined

1-2 The Growth and Relevance of Organization Development

1-3 A Short History of Organization Development

1-4 Evolution in Organization Development

1-5 Overview of the Book




PART 1 Overview of Organization Development

CHAPTER 2 The Nature of Planned Change

2-1 Theories of Planned Change

2-2 General Model of Planned Change

Application 2.1 Planned Change at Surgical Care Affiliates

2-3 Different Types of Planned Change

2-4 Critique of Planned Change




CHAPTER 3 The Organization Development Practitioner

3-1 Who Is the Organization Development Practitioner?

3-2 Competencies of an Effective Organization Development Practitioner

3-3 The Professional Organization Development Practitioner

Application 3.1 Personal Views of the Internal and External Consulting Positions

3-4 Professional Values

3-5 Professional Ethics

Application 3.2 Kindred Todd and the Ethics of OD





PART 2 The Process of Organization Development

CHAPTER 4 Entering and Contracting

4-1 Entering into an OD Relationship

4-2 Developing a Contract

Application 4.1 Entering Euro-Pharma

4-3 Interpersonal Process Issues in Entering and Contracting

Application 4.2 Contracting with Euro-Pharma




CHAPTER 5 Diagnosing

5-1 What Is Diagnosis?

5-2 The Need for Diagnostic Models

5-3 Open-Systems Model

5-4 Organization-Level Diagnosis

Application 5.1 Steinway & Sons

5-5 Group-Level Diagnosis

Application 5.2 Top-Management Team at MOT, Inc.

5-6 Individual-Level Diagnosis

Application 5.3 Job Design at NEOMA Business School




CHAPTER 6 Collecting, Analyzing, and Feeding Back Diagnostic Information

6-1 The Diagnostic Relationship

6-2 Collecting Data

6-3 Sampling

6-4 Analyzing Data

Application 6.1 Collecting and Analyzing Diagnostic Data at Enedis

6-5 Feeding Back Data

6-6 Survey Feedback

Application 6.2 Survey Feedback and Planned Change at Cambia Health Solutions




CHAPTER 7 Designing Interventions

7-1 Overview of Interventions

7-2 What Are Effective Interventions?

7-3 How to Design Effective Interventions?




CHAPTER 8 Managing Change

8-1 Overview of Change Activities

8-2 Motivating Change

8-3 Creating a Vision

Application 8.1 Motivating Change in the Sexual Violence Prevention Unit of Minnesota’s Health Department

8-4 Developing Political Support

Application 8.2 Revitalizing the Mission of Microsoft

8-5 Managing the Transition

Application 8.3 Developing Political Support for the Strategic Planning Project in the Sexual Violence Prevention Unit

8-6 Sustaining Momentum

Application 8.4 Transition Planning at Driscoll’s

Application 8.5 Sustaining Change at RMIT University Library in Melbourne, Australia




CHAPTER 9 Evaluating and Reinforcing Organization Development Interventions

9-1 Evaluating Organization Development Interventions

9-2 Reinforcing Organizational Changes

Application 9.1 Evaluating Change at National Insurance

Application 9.2 Reinforcing and Sustaining Change: The Case of New Zealand’s All Blacks



Selected Cases


PART 3 Human Process Interventions

CHAPTER 10 Interpersonal and Group Process Approaches

10-1 Diagnostic Issues in Interpersonal and Group Process Interventions

10-2 Process Consultation

Application 10.1 Process Consultation at Christian Caring Homes, Inc.

10-3 Third-Party Interventions

Application 10.2 Conflict Management at Ross & Sherwin

10-4 Team Building

Application 10.3 Aligning Senior Teams at Vaycot Products




CHAPTER 11 Organization Process Approaches

11-1 Diagnostic Issues in Organization Process Intervention

11-2 Traditional Organization Process Approaches

Application 11.1 A Work-Out Meeting at General Electric Medical Systems

Application 11.2 Addressing Inter-Group Conflict at BetterCloud

11-3 Large Group Interventions

Application 11.3 Using the Decision Accelerator to Generate Innovative Strategies in Alegent’s Women’s and Children’s Service Line

11-4 Culture Change

Application 11.4 Culture Change at IBM



Selected Cases


PART 4 Technostructural Interventions

CHAPTER 12 Employee Involvement

12-1 Employee Involvement: What Is It?

12-2 Employee Involvement Interventions

Application 12.1 Using Employee Resource Groups at Cisco

Application 12.2 TQM at the Ritz-Carlton

Application 12.3 Building a High-Involvement Organization at Mars, Incorporated




CHAPTER 13 Work Design

13-1 The Engineering Approach

13-2 The Reengineering Approach

Application 13.1 Reengineering the Customer Service Process at Hilti

13-3 The Motivational Approach

Application 13.2 Enriching Jobs at the Hartford’s Employee Relations Consulting Services Group

13-4 The Sociotechnical Systems Approach

Application 13.3 Home Care by Self-Governing Nursing Teams at Buurtzord Nederlands

13-5 Designing Work for Technical and Personal Needs



Selected Cases


PART 5 Human Resource Interventions

CHAPTER 14 Performance Management

14-1 A Model of Performance Management

14-2 Goal Setting

Application 14.1 Changing the Human Capital Management Practices at Cambia Health Solutions

14-3 Performance Appraisal

Application 14.2 Cutting-Edge Appraisal Practices at Adobe Systems

14-4 Reward Systems

Application 14.3 Shifting the Reward System at Gap, Inc.




CHAPTER 15 Talent Development

15-1 Coaching and Mentoring

Application 15.1 Executive Coaching at Global News and Cable Network (Gncn)

15-2 Leadership Development Interventions

Application 15.2 Leadership Development at Sound Physicians

15-3 Career Planning and Development Interventions

Application 15.3 Pepsico’s Career Planning and Development Framework




CHAPTER 16 Workforce Diversity, Inclusion, and Wellness

16-1 Workforce Diversity and Inclusion Interventions

Application 16.1 Aligning Strategy and Diversity at L’Oréal

16-2 Employee Stress and Wellness Interventions

Application 16.2 Johnson & Johnson’s Health and Wellness Program



Selected Cases


PART 6 Strategic Change Interventions

CHAPTER 17 Transformational Change

17-1 Characteristics of Transformational Change

17-2 Integrated Strategic Change

17-3 Organization Design

Application 17.1 Strategic Change at Brioche Pasquier

Application 17.2 The Zappos Network Structure

17-4 Downsizing

Application 17.3 Downsizing in Menlo Park, California




CHAPTER 18 Continuous Change

18-1 Dynamic Strategy Making

Application 18.1 Dynamic Strategy Making At Whitbread PLC

18-2 Self-Designing Organizations

18-3 Organization Learning and Knowledge Management

Application 18.2 The Self-Design Process at Oracle

Application 18.3 Dialogue and Organization Learning at DMT

18-4 Agile Organizations

Application 18.4 ING’s Journey to Agility




CHAPTER 19 Transorganizational Change

19-1 Transorganizational Rationale

19-2 Mergers and Acquisitions

19-3 Strategic Alliance Interventions

Application 19.1 Agile Post-Merger Integration

19-4 Network Interventions

Application 19.2 Cisco’s Mastery of Strategic Alliances

Application 19.3 The Alaska Workforce Coalition




CHAPTER 20 Organization Development for Economic, Ecological, and Social Outcomes

20-1 Sustainable Management Organizations

Application 20.1 Building an SMO at Illycaffè

20-2 Global Social Change

Application 20.2 Social and Environmental Change at LDI Africa



Selected Cases


CHAPTER 21 Future Directions in Organization Development

21-1 The Current State of Organization Development

21-2 Trends in the Context of Organization Development

21-3 Implications for OD’s Future



Integrative Cases


Name Index

Subject Index

Thomas G. Cummings, University of Southern California

Thomas G. Cummings is Professor of Management and Organization at Marshall School of Business, University of Southern California. He received his B.S. and MBA from Cornell University, and his Ph.D. from the University of California at Los Angeles. He has authored over 70 articles and 22 books and was formerly President of the Western Academy of Management, Chair of the Organization Development and Change Division of the Academy of Management, and Founding Editor of the Journal of Management Inquiry. He was the 61st President of the Academy of Management, the world’s largest professional association of management scholars and is listed in American Men and Women of Science and Who’s Who in America. His major research and consulting interests include designing high-performing organizations and strategic change management. He has conducted several large-scale organization design and change projects, and has consulted to a variety of private and public-sector organizations in the United States, Europe, Mexico, and Scandinavia.


Christopher G. Worley, NEOMA Business School

Christopher G. Worley is Professor of Strategy and Entrepreneurship at the NEOMA Business School, France. He is also the founding strategy director for the school’s Centre for Leadership and Effective Organisations. Chris serves as a senior research scientist at the Center for Effective Organizations (USC’s Marshall School of Business) and teaches in Pepperdine’s Master of Science in Organization Development (MSOD) programme. He received his B.S. from Westminster College, master’s degrees from Colorado State University and Pepperdine University, and his doctorate from the University of Southern California. He served as Chair of the Organization Development and Change Division of the Academy of Management, received the Luckman Teaching Fellowship at Pepperdine University, and the Douglas McGregor Award for best paper in the Journal of Applied Behavioral Science. His most recent books are The Agility Factor, Becoming Agile, Management Reset and Built to Change. His articles on agility and strategic organisation design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, Strategy+Business, and Organizational Dynamics.