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Organization Development
The Process of Leading Organizational Change

Fourth Edition
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512 pages | SAGE Publications, Inc

Organization Development: The Process of Leading Organizational Change, Fourth Edition offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development techniques. Today's practitioners seek a solid foundation that is academically rigorous, but also relevant, timely, practical, and grounded in OD values and ethics. In this bestselling text, author Donald L. Anderson provides  students with the organization development tools they need to succeed in today’s challenging environment of increased globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations.

 
Preface
Exercises and Activities

 
Ancillaries

 
 
Acknowledgments
 
1. What Is Organization Development?
Organization Development Defined

 
Making the Case for Organization Development

 
What Organization Development Looks Like

 
What Organization Development Is Not

 
Who This Book Is For

 
Overview of the Book

 
Analyzing Case Studies

 
Summary

 
 
2. History of Organization Development
Laboratory Training and T-Groups

 
Action Research, Survey Feedback, and Sociotechnical Systems

 
Management Practices

 
Quality and Employee Involvement

 
Organizational Culture

 
Change Management, Strategic Change, and Reengineering

 
Organizational Learning

 
Organizational Effectiveness and Employee Engagement

 
Summary

 
 
3. Core Values and Ethics of Organization Development
Defining Values

 
Why Are Values Important to the OD Practitioner?

 
Core Values of Organization Development

 
Changes to OD Values Over Time and the Values Debate

 
Challenges to Holding Organization Development Values

 
Statement of Organization Development Ethics

 
Summary

 
Appendix

 
 
4. Foundations of Organizational Change
Levels and Characteristics of Organizational Change

 
Models of Organizational Change: Systems Theory and Social Construction Approaches

 
Organizations as Systems

 
Organizations as Socially Constructed

 
Summary

 
 
5. The Organization Development Practitioner and the OD Process
The Consulting Relationship and Types of Consulting

 
The Organization Development Consulting Model

 
OD Practitioners: Who Are They and Where Do They Work?

 
The Organization Development Consulting Profession

 
The OD Consulting Process and Action Research

 
A Dialogic Approach to OD

 
Summary

 
 
6. Entry and Contracting
Entry

 
Contracting

 
Summary

 
 
7. Data Gathering
The Importance of Data Gathering

 
Presenting Problems and Underlying Problems

 
Data Gathering Process

 
Data Gathering Methods

 
Creating a Data Gathering Strategy and Proposing an Approach

 
Ethical Issues With Data Gathering

 
Summary

 
 
8. Diagnosis and Feedback
Diagnosis: Discovery, Assessment, Analysis, and Interpretation

 
Finding Patterns by Analyzing Data

 
Interpreting Data

 
Selecting and Prioritizing Themes

 
Feedback

 
Resistance

 
Ethical Issues With Diagnosis and Giving Feedback

 
Summary

 
 
9. An Introduction to Interventions
Interventions Defined

 
Why Interventions Fail

 
Considerations in Selecting the Right Intervention Strategy

 
Structuring and Planning Interventions for Success

 
The Change Agent’s Role in the Intervention

 
Ethical Issues With Interventions

 
Overview of Intervention Techniques

 
Summary

 
 
10. Individual Interventions
Individual Change and Reactions to Change

 
Individual Instruments and Assessments

 
Coaching

 
Mentoring

 
360 Feedback

 
Career Planning and Development

 
Summary

 
 
11. Team Interventions
Defining Teams

 
What Makes a Successful Team?

 
Special Types of Teams

 
Team Development

 
Team-Building Interventions

 
Intergroup Interventions

 
Summary

 
 
12. Whole Organization and Multiple Organization Interventions (Part 1)
Characteristics of Contemporary Large-Scale Interventions

 
Organizational Culture Assessment and Change

 
Organization Design and Structure

 
Directional Interventions

 
Summary

 
 
13. Whole Organization and Multiple Organization Interventions (Part 2)
Quality and Productivity Interventions

 
Interventions in Mergers and Acquisitions

 
Transorganization or Interorganization Development

 
Dialogic OD Consultation and Interventions

 
Summary

 
 
14. Sustaining Change, Evaluating, and Ending an Engagement
Sustaining Change After the Intervention

 
Evaluation

 
Ending an Engagement: Separation and Exit

 
Summary

 
 
15. Global Issues in Organization Development
OD’s Challenges in a Global Environment

 
Dimensions of Global Cultural Difference

 
OD Values, Interventions, and Culture

 
Case Examples and Research Findings

 
Advice for the Global OD Practitioner

 
Summary

 
 
16. The Future of Organization Development
Increasing Complexity of Change

 
Changing Workforce Demographics

 
Changing Nature of Work

 
The Current State of OD: Strengths, Weaknesses, and Opportunities

 
Conclusion: The Future of OD

 
Summary

 
 
References
 
Author Index
 
Subject Index
 
About the Author

Supplements

Instructor Resource Site

Calling all instructors!

It’s easy to log on to SAGE’s password-protected Instructor Teaching Site at study.sagepub.com/andersonod4e for complete and protected access to all text-specific Instructor Resources.

Password-protected Instructor Resources include the following:

  • A Microsoft® Word® test bank is available containing multiple choice, true/false, short answer, and essay questions for each chapter. The test bank provides you with a diverse range of pre-written options as well as the opportunity for editing any question and/or inserting your own personalized questions to effectively assess students’ progress and understanding.
  • Editable, chapter-specific Microsoft® PowerPoint® slides offer you complete flexibility in easily creating a multimedia presentation for your course.
  • Teaching notes for cases are designed for instructors to expand questions to students, or initiate class discussion
  • Sample course syllabi for semester and quarter courses provide suggested models for use when creating the syllabi for your courses.
  • Chapter-specific discussion questions help launch classroom interaction by prompting students to engage with the material and by reinforcing important content. 
  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. Combine cutting-edge academic journal scholarship with the topics in your course for a robust classroom experience.
  • Carefully selected, web-based video links and web articles feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.
  • Additional readings provide a jumping-off point for course assignments, papers, research, group work, and class discussion.

Student Study Site

Use the Student Study Site to get the most out of your course!

The open-access Student Study Site at study.sagepub.com/andersonod4e includes the following:

  • EXCLUSIVE! Access to certain full-text SAGE journal articles that have been carefully selected for each chapter. Each article supports and expands on the concepts presented in the chapter. This feature also provides questions to focus and guide your interpretation.
  • Carefully selected, web-based video links and web articles feature relevant interviews, lectures, personal stories, inquiries, and other content for use in independent or classroom-based explorations of key topics.
  • Additional readings provide a jumping-off point for course assignments, papers, research, group work, and class discussion.

If you teach online classes and want to satisfy the Quality Matters Rubric requirements for your class this text offers all the tools you will need to organize your class and meet the requirements for a QM Certification.

Joseph Cooper
Business Accounting Division, Mercy College-Dobbs Ferry
April 5, 2018

Organization Development Fourth Edition The Process of Leading Organizational Change was straight forward and concise. The chapters are not long and seemed to hold the attention of the students well.

Professor Renee Chu-Jacoby
Management Dept, California State Univ-Fresno
December 7, 2017

Sample Materials & Chapters

Chapter 4

Chapter 12


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Donald L. Anderson

Donald L. Anderson, PhD, University of Colorado, teaches organization development and organization design at the University of Denver. He is the author of the text Organization Development (4th ed., Sage Publications, 2017) and editor of Cases and Exercises in Organization Development & Change (2nd ed., Sage Publications, 2017). He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson’s research interest is in discourse in... More About Author