Ironies in Organizational Development Public Administration and Public Policy Second Edition by Robert Golembiewski ISBN 978-0824754686 0824708075

Ironies in Organizational Development  Public Administration and Public Policy Second Edition by Robert T. Golembiewski  – Ebook PDF Instant Download/Delivery: 978-0824754686, 0824708075
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Product details: 

ISBN 10: 0824708075

ISBN 13: 978-0824754686

Author: Robert T. Golembiewski

Offering effective tools and strategies, this book covers how to encourage and strengthen skills in process analysis and investigation, align OD principles with transforming societal values, clarify communication processes and decision-making procedures, and isolate and resolve roadblock issues. Constructing a platform to assess large-system agendas, Ironies in Organizational Development, Second Edition is an outstanding text for upper-level undergraduate and graduate students taking organizational development courses in the departments of public administration, psychology, management, and sociology, as well as for in-service and professional workshops.

Table of contents: 

Preface
Introduction – Irony I: Substantial Success but Pessimism About Practice

Undercutting the Irony of Ironies with Early and Recent Data: Increasing Confidence About Domestic Success Rates over the Decades

Further Weakening the Irony of Ironies: Success Rates in Global Settings

Challenging a Critical Assumption of the Capstone Irony: Putting “Positive Response Bias” into Reasonable Perspective

Irony II: Substantial Success with Insufficient Attention to Replication
4. Toward Building Work Cultures to Order: Illustrating Replications of Generic Designs
5. Saving Conceptual Shortfalls from Themselves: Enriching New Public Management (NPM) as Exemplar
6. Checking Downstream Progress, Years Later: Replication as a Stream of Events over Time

Irony III: Substantial Success in Global Applications While Neglecting Alternative Ethics at Work
7. Responsible Freedom as the Goal in OD, Part I: Some Basic Conceptual Distinctions
8. Responsible Freedom as the Goal in OD, Part II: Two Western Work Ethics as the Base
9. Responsible Freedom as the Goal in OD, Part III: Confucian Work Ethic as the Base

Irony IV: Substantial Success Without Consensus About a Learning Model
10. Not Every Learning Design Works Every Time: Toward an “Optimum Discrepancy” to Better Target Interventions
11. Not Every Design “Works” Everywhere: Greater Sensitivity to Interaction of Situations and Designs

Irony V: Substantial Success While Inadequately Assessing Large-System Interventions and Their Effects
12. Illustrating Large-System Change in Business: Detailing a Design for Strategic Planning and its Effects
13. Illustrating Large-System Change in Government: Examining Some Surprises in Labor/Management Cooperation
14. Illustrating Large-System Change in Health Care: Reorganizing a Medical-Surgical Ward
15. Illustrating Large-System Change at the Interface: Testing Some Features of the Common Wisdom

Irony VI: Substantial Success Without Specifying Contextual Differences
16. A Probably Modest Contribution to Success Rates: Fine-Tuning OD Designs to Kinds of Crises
17. A Big Contributor to Heightened Success Rates, Almost Undoubtedly: OD Designs Improve Group Properties and Reduce Burnout

Irony VII: Substantial Success Without Differentiating People
18. Acknowledging Some Limitations of “One Person, One Vote”: Survey/Feedback Realities and Classes of Respondents
19. Highlighting Differences in Personal Slack for Choice and Change, Part I: A Preliminary Profile for Burnout in OD
20. Highlighting Differences in Personal Slack for Choice and Change, Part II: Burnout as Covariant of Many Managerially Relevant Measures, Just About Everywhere

Irony VIII: Substantial Success While Neglecting Easy Pieces
21. Enlarging the Empowering Potential of the Workweek: Flexible Work Hours as Exemplar
22. Enhancing the Empowering Potential of the Concept “Workplace”: Flexi-Place as Exemplar
23. Enhancing the Empowering Potential of the Concept “Development”: Demotion as Exemplar

Irony IX: Substantial Success Without Differentiating Kinds of Change and Designs
24. Defining “Change” as Trinitarian: Estimating Whether “Change” Occurs, and How Much, Requires Specifying the Kind of Change
25. Really Appreciating Appreciative Inquiry: Extending OD Technology/Values and Success Rates While Preserving the Essentials

Postscript – About Multiple Ironies
26. Reducing Ironies and Increasing Success Rates: Tactics and Strategies

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Tags: Robert Golembiewski, Ironies in Organizational, Public Administration, Public Policy