Organization Development and Change 10th Edition Cummings Test Bank

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Organization Development and Change 10th Edition Cummings Test Bank.

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Product Details:

  • ISBN-10 ‏ : ‎ 1133190456
  • ISBN-13 ‏ : ‎ 978-1133190455
  • Author:  Thomas G. Cummings, Christopher G. Worley

Market-leading ORGANIZATION DEVELOPMENT AND CHANGE, 10th 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.

 

Table of Content:

  1. Ch 1: General Introduction to Organization Development
  2. Learning Objectives
  3. Introduction
  4. 1-1: Organization Development Defined
  5. 1-2: The Growth and Relevance of Organization Development
  6. 1-3: A Short History of Organization Development
  7. 1-4: Evolution in Organization Development
  8. 1-5: Overview of the Book
  9. Summary
  10. Notes
  11. Part 1: Overview of Organization Development
  12. Ch 2: The Nature of Planned Change
  13. Learning Objectives
  14. Introduction
  15. 2-1: Theories of Planned Change
  16. 2-2: General Model of Planned Change
  17. 2-3: Different Types of Planned Change
  18. 2-4: Critique of Planned Change
  19. Summary
  20. Notes
  21. Ch 3: The Organization Development Practitioner
  22. Learning Objectives
  23. Introduction
  24. 3-1: Who Is the Organization Development Practitioner?
  25. 3-2: Competencies of an Effective Organization Development Practitioner
  26. 3-3: The Professional Organization Development Practitioner
  27. 3-4: Professional Values
  28. 3-5: Professional Ethics
  29. Summary
  30. Notes
  31. Appendix
  32. Part 2: The Process of Organization Development
  33. Ch 4: Entering and Contracting
  34. Learning Objectives
  35. Introduction
  36. 4-1: Entering into an OD Relationship
  37. 4-2: Developing a Contract
  38. 4-3: Interpersonal Process Issues in Entering and Contracting
  39. Summary
  40. Notes
  41. Ch 5: Diagnosing
  42. Learning Objectives
  43. Introduction
  44. 5-1: What Is Diagnosis?
  45. 5-2: The Need for Diagnostic Models
  46. 5-3: Open-Systems Model
  47. 5-4: Organization-Level Diagnosis
  48. 5-5: Group-Level Diagnosis
  49. 5-6: Individual-Level Diagnosis
  50. Summary
  51. Notes
  52. Ch 6: Collecting, Analyzing, and Feeding Back Diagnostic Information
  53. Learning Objectives
  54. Introduction
  55. 6-1: The Diagnostic Relationship
  56. 6-2: Collecting Data
  57. 6-3: Sampling
  58. 6-4: Analyzing Data
  59. 6-5: Feeding Back Data
  60. 6-6: Survey Feedback
  61. Summary
  62. Notes
  63. Ch 7: Designing Interventions
  64. Learning Objectives
  65. Introduction
  66. 7-1: Overview of Interventions
  67. 7-2: What Are Effective Interventions?
  68. 7-3: How to Design Effective Interventions
  69. Summary
  70. Notes
  71. Ch 8: Managing Change
  72. Learning Objectives
  73. Introduction
  74. 8-1: Overview of Change Activities
  75. 8-2: Motivating Change
  76. 8-3: Creating a Vision
  77. 8-4: Developing Political Support
  78. 8-5: Managing the Transition
  79. 8-6: Sustaining Momentum
  80. Summary
  81. Notes
  82. Ch 9: Evaluating and Institutionalizing Organization Development Interventions
  83. Learning Objectives
  84. Introduction
  85. 9-1: Evaluating Organization Development Interventions
  86. 9-2: Institutionalizing Organizational Changes
  87. Summary
  88. Notes
  89. Selected Cases
  90. Part 3: Human Process Interventions
  91. Ch 10: Interpersonal and Group Process Approaches
  92. Learning Objectives
  93. Introduction
  94. 10-1: Diagnostic Issues in Interpersonal and Group Process Interventions
  95. 10-2: Process Consultation
  96. 10-3: Third-Party Interventions
  97. 10-4: Team Building
  98. Summary
  99. Notes
  100. Ch 11: Organization Process Approaches
  101. Learning Objectives
  102. Introduction
  103. 11-1: Diagnostic Issues in Organization Process Interventions
  104. 11-2: Organization Confrontation Meeting
  105. 11-3: Intergroup Relations Interventions
  106. 11-4: Large Group Interventions
  107. Summary
  108. Notes
  109. Selected Cases
  110. Part 4: Technostructural Interventions
  111. Ch 12: Restructuring Organizations
  112. Learning Objectives
  113. Introduction
  114. 12-1: Structural Design
  115. 12-2: Downsizing
  116. 12-3: Reengineering
  117. Summary
  118. Notes
  119. Ch 13: Employee Involvement
  120. Learning Objectives
  121. Introduction
  122. 13-1: Employee Involvement: What Is It?
  123. 13-2: Employee Involvement Interventions
  124. Summary
  125. Notes
  126. Ch 14: Work Design
  127. Learning Objectives
  128. Introduction
  129. 14-1: The Engineering Approach
  130. 14-2: The Motivational Approach
  131. 14-3: The Sociotechnical Systems Approach
  132. 14-4: Designing Work for Technical and Personal Needs
  133. Summary
  134. Notes
  135. Selected Cases
  136. Part 5: Human Resource Interventions
  137. Ch 15: Performance Management
  138. Learning Objectives
  139. Introduction
  140. 15-1: A Model of Performance Management
  141. 15-2: Goal Setting
  142. 15-3: Performance Appraisal
  143. 15-4: Reward Systems
  144. Summary
  145. Notes
  146. Ch 16: Talent Management
  147. Learning Objectives
  148. Introduction
  149. 16-1: Coaching and Mentoring
  150. 16-2: Management and Leadership Development Interventions
  151. 16-3: Career Planning and Development Interventions
  152. Summary
  153. Notes
  154. Ch 17: Workforce Diversity and Wellness
  155. Learning Objectives
  156. Introduction
  157. 17-1: Workforce Diversity Interventions
  158. 17-2: Employee Stress and Wellness Interventions
  159. Summary
  160. Notes
  161. Selected Cases
  162. Part 6: Strategic Change Interventions
  163. Ch 18: Transformational Change
  164. Learning Objectives
  165. Introduction
  166. 18-1: Characteristics of Transformational Change
  167. 18-2: Organization Design
  168. 18-3: Integrated Strategic Change
  169. 18-4: Culture Change
  170. Summary
  171. Notes
  172. Ch 19: Continuous Change
  173. Learning Objectives
  174. Introduction
  175. 19-1: Dynamic Strategy Making
  176. 19-2: Self-Designing Organizations
  177. 19-3: Learning Organizations
  178. 19-4: Built-to-Change Organizations
  179. Summary
  180. Notes
  181. Ch 20: Transorganizational Change
  182. Learning Objectives
  183. Introduction
  184. 20-1: Transorganizational Rationale
  185. 20-2: Mergers and Acquisitions
  186. 20-3: Strategic Alliance Interventions
  187. 20-4: Network Interventions
  188. Summary
  189. Notes
  190. Selected Cases
  191. Part 7: Special Applications of Organization Development
  192. Ch 21: Organization Development for Economic, Ecological, and Social Outcomes
  193. Learning Objectives
  194. Introduction
  195. 21-1: Sustainable Management Organizations
  196. 21-2: Global Social Change
  197. Summary
  198. Notes
  199. Ch 22: Organization Development in Nonindustrial Settings: Health Care, School Systems, the Public S
  200. Learning Objectives
  201. Introduction
  202. 22-1: Organization Development in Health Care
  203. 22-2: Organization Development in Public School Systems
  204. 22-3: Organization Development in the Public Sector
  205. 22-4: Organization Development in Family-Owned Businesses
  206. Summary
  207. Notes
  208. Ch 23: Future Directions in Organization Development
  209. Learning Objectives
  210. Introduction
  211. 23-1: Trends Within Organization Development
  212. 23-2: Trends in the Context of Organization Development
  213. Summary
  214. Notes
  215. Integrative Cases
  216. Glossary
  217. Name Index
  218. Subject Index

 

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