Organization Development and Change

Thomas G. Cummings is Professor of Management and Organization, 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. Dr. Cummings was the 61st President of the Academy of Management, the largest professional association of management scholars in the world with a total membership of over 20,000. He 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, Mexico and Europe. Christopher G. Worley is Professor of Strategy and Entrepreneurship at the NEOMA Business School. He is also the founding strategy director for the school’s Center for Leadership and Effective Organizations. 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) program. 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 organization design have appeared in the Journal of Applied Behavioral Science, Journal of Organization Behavior, Sloan Management Review, Strategy+Business, and Organizational Dynamics. Paul Donovan is Senior Lecturer at the School of Business, Maynooth University. Prior to this, he was Head of Management Development at the Irish Management Institute (IMI) in Dublin where he worked in senior management positions, including Registrar, for 17 years. Before joining IMI, he worked as a General Operations Manager for Bord na Mona, the Irish Peat Development Authority during its major transformation. While there, he participated in major change initiatives, including the introduction of self-managing teams in the production and transport functions. He also wrote a thesis on the subject of major change in completion of a Masters Degree in Organizational Behaviour at Trinity College Dublin and graduated with a doctorate in human resources from Leicester University. He has considerable practitioner engagement experience and has delivered management development programmes in 15 countries over a period of 20 years. His current teaching includes the Change Management and Organizational Development module at Maynooth. His research interests include the transfer of learning from training interventions back into the workplace, and effective teaching and learning in higher education. He has contributed articles to the Journal of Management Education, Management Teaching Review and the Journal of European Industrial Training as well as several book chapters. He currently serves as Associate Editor with Management Teaching Review. While at IMI, he edited a series of six management textbooks aimed at supporting students of supervisory management.

• Chapter 1: General introduction to organization developmentPART 1 Overview of organization developmentChapter 2: The nature of planned changeChapter 3: The organization development practitionerPART 2 The process of organization developmentChapter 4: Entering and contractingChapter 5: DiagnosingChapter 6: Collecting, analyzing and feeding back diagnostic informationChapter 7: Designing interventionsChapter 8: Managing changeChapter 9: Evaluating and institutionalizing organization development interventionsPART 3 Human process interventionsChapter 10: Interpersonal and group process approachesChapter 11: Organization process approachesPART 4 Technostructural interventionsChapter 12: Restructuring organizationsChapter 13: Employee involvementChapter 14: Work designPART 5 Human resource interventionsChapter 15: Performance managementChapter 16: Talent managementChapter 17: Workforce diversity and wellnessPART 6 Strategic change interventionsChapter 18: Transformational changeChapter 19: Continuous changeChapter 20: Transorganizational changePART 7 Special applications of organization developmentChapter 21: Organization development for economic, ecological, social and health outcomesChapter 22: Future directions in organization developmentGlossaryName indexSubject index