Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 11th Edition blends rigor and relevance in a comprehensive and clear presentation. The authors work from a strong theoretical foundation to describe, in practical terms, how behavioral science knowledge can be used to develop organizational strategies, structures, and processes.
- It serves as a primary textbook in organization development for students at both the undergraduate and graduate levels.
- The chapter sequence from previous editions has been maintained, we have reduced the number of chapters from 23 to 21 and better integrated the content. For example, aspects of organization design that used to be spread across several chapters are now integrated into one section of Chapter 18.
- At the end of each major part in the book, cases have been included to permit a more in-depth discussion of the OD process. Four of the 16 cases are new to the eleventh edition and three of the four cases come from international settings, with some cases that have been favorites over the years but have also replaced some of the favorites with newer ones.
- Within each chapter, we describe actual situations in which different OD techniques or interventions were used. These applications provide students with a chance to see how OD is actually practiced in organizations.
- MindTap is a platform that propels students from memorization to mastery. It gives you complete control of your course, so you can provide engaging content, challenge every learner, and build student confidence.
1. General Introduction to Organization Development.
Part I: OVERVIEW OF ORGANIZATION DEVELOPMENT.
2. The Nature of Planned Change.
3. The Organization Development Practitioner.
Part II: THE PROCESS OF ORGANIZATION DEVELOPMENT.
4. Entering and Contracting.
6. Collecting, Analyzing, and Feeding Back Diagnostic Information.
7. Designing Interventions.
8. Managing Change.
9. Evaluating and Reinforcing Organization Development Interventions.
Part III: HUMAN PROCESS INTERVENTIONS.
10. Interpersonal and Group Process Approaches.
11. Organization Process Approaches.
Part IV: TECHNOSTRUCTURAL INTERVENTIONS.
12. Employee Involvement.
13. Work Design.
Part V: HUMAN RESOURCE INTERVENTIONS.
14. Performance Management.
15. Talent Management.
16. Workforce Diversity and Wellness.
Part VI: STRATEGIC CHANGE INTERVENTIONS.
17. Transformational Change.
18. Continuous Change.
19. Transorganizational Change.
20. Organization Development for Economic, Ecological, and Social Outcomes.
21. Future Directions in Organization Development.
Thomas G. Cummings
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
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.