Impuestos y Registro de la Propiedad.

Intro -- Acknowledgements -- Introduction -- PART ONE A practitioner's guide for Organization Development -- Section 1: OD history and theory overview -- 1 What is OD? Its brief history -- The goals, characteristics and definition of Organization Development -- A brief history of OD -- Critical founders who shaped the OD field -- How the field got its name -- Values that have informed OD practice -- The role of the OD practitioner -- Summary -- 2 Theories and practices of OD: a theory overview -- The building blocks of our practice -- The theoretical bases of OD -- The relationships between theory and practice -- Eight core theoretical bases that shape OD practices -- Methodological/practical implications of the theoretical perspectives -- Summary -- Note -- Section 2: OD cycle of work -- 3 Theories and practices of OD: the OD cycle and the entry and contracting phase -- Overview of the OD consultancy cycle - six key components -- Phase one: entry - initial contact -- Phase two: contracting -- Summary -- 4 Theories and practices of OD: the diagnostic phase -- What is diagnosis in OD? What are the wider aims for the diagnostic process? -- Summary of the tasks and skills required for the diagnostic process -- Political considerations in managing the diagnostic phase -- An outline of the different kinds of data you may need -- Data collection methods and how to ensure that the data collection process achieves its aims -- Data analysis - how to join different data together -- Data feedback and action planning -- Summary -- 5 Theories and practices of OD: the intervention phase -- Definition of intervention and the key criteria for OD intervention -- Design interventions (cross-dimensional design) - review of the three 'cubes of intervention' framework -- Levels and types of interventions.

Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention -- Building an intervention strategy - construction of criteria for effective intervention design -- Summary of the tasks and skills required in an intervention -- Summary -- 6 Theories and practices of OD: the evaluation phase -- The three roots of evaluation -- OD evaluation as part of the OD cycle of work -- What is evaluation and what are metrics? What does one measure and how? -- The tasks and skills required for evaluation -- How to build the culture of evaluation as an integral part of OD work -- Summary and quick reference for evaluation -- Section 3: OD and change -- 7 Living at the edge of chaos and change -- Preamble -- The dilemma of OD practitioners -- What is the traditional change paradigm? -- What are the implications for our change practices? -- A word about change vocabulary -- Summary -- 8 Back-room and front-room change matters -- Overview -- Back-room matters - the macro level of change work -- Front-room matters (the people dimension and the engagement issue) -- Change implementation capabilities -- What areas do we need to pay attention to during implementation? -- What are change implementation capabilities? -- What is the benefit case for having effective change implementation capabilities? -- Summary -- 9 Can behavioural change be made easy? -- Overview -- Three different approaches to looking at culture and behavioural change -- Four ways that offer alternative insights into how to achieve behavioural change -- Summary - the practice implications for practitioners -- Section 4: The Organization Development practitioner -- 10 The Organization Development practitioner -- The roles and tasks of OD practitioners -- The concept of self and the 'use of self as instrument', and its role in the theory and practice of OD.

The competence profile of the OD practitioner -- The development journey that OD practitioners should engage in -- Summary -- 11 Power and politics in Organization Development -- What are power and politics? -- Why power and politics are not favourite subjects for OD practitioners, and what they can do differently to change that perspective -- How power dynamics show up in organizations and the practical implications for ODPs -- How to build up a personal power base and power strategies to achieve greater impact - and be an ethical power user -- What the OD community needs to do to build organization power bases -- Summary -- Section 5: Additional thoughts -- 12 What is an organization? What is organization health? -- What is an organization? -- The range of definitions and indicators that exist in the literature on organization health -- McKinsey research on organization health -- How do you begin to build a practice of keeping an 'equal eye' on performance and health? -- Summary -- 13 How to build up your presence and impact on organization life -- How to expand your presence and impact on the organization -- How to build up an internal OD function in the organization -- Summary -- PART TWO HR in relation to OD: theory and practice -- 14 HR in relation to OD -- Why is it important that HR 'gets' OD? -- How well equipped is HR to be change agent? -- A strategic agenda -- The COVID-19 pandemic -- Culture is key -- Managing the talent stream -- Model the way -- How to get the 'licence to play' -- Building credibility -- Conclusion -- 15 Organization Design -- What is Organization Design (ODS)? -- Challenges for the business -- The changing field of ODS -- The Star Model™ -- The Organization Design process -- An HR/OD approach to designing organizations -- 16 Transformation and culture change -- A turbulent backdrop -- The challenges of profound change.

Planned change philosophies and approaches -- HR and transformational change -- About culture change -- HR's role in changing cultures -- Training as an enabler of cultural integration -- To stimulate culture change -- Conclusion -- 17 Building organizational agility and resilience -- What is organizational agility? -- Why are agility and resilience so elusive? -- Unpacking organizational agility and resilience -- How can HR help build agility and resilience? -- Modelling HR agility -- Conclusion -- 18 A culture conducive to innovation and learning -- Introduction -- The innovation imperative -- The innovation process -- Agile approaches to innovation -- A change-able, innovative culture -- HR's role in building a culture of innovation and organizational learning -- Conclusion -- 19 Building the context for employee engagement -- What is employee engagement? -- Changing psychological contracts -- The 'gig economy' -- What motivates people to want to do a good job? -- How can employers create the context for engagement? -- Building trust and involvement -- Maintaining engagement in times of change -- Conclusion: building a more mutual employment relationship -- 20 Developing effective leadership -- Defining leadership -- HR's role in developing leaders -- Equipping leaders for the task -- HR exercising stewardship -- Crafting a leadership development strategy -- Conclusion -- Postscript - towards a better tomorrow -- References and further reading -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.