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Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching [Textbook Binding]

Louis Carter , David Giber , Marshall Goldsmith , Richard F. Beckhard , W. Warner Burke , Edward E. Lawler III , Beverly L. Kaye , Jay Alden Conger , John Sullivan
4.4 out of 5 stars  See all reviews (7 customer reviews)


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Book Description

September 7, 2001 078795666X 978-0787956660
Learn from experts at the world's top organizations!

Best Practices in Organization Development and Change is a state-of-the-art resource that presents the most important ideas and effective strategies from experts and top companies in the field. Comprehensive in scope, the book addresses the five most important organization development or human resource development (OD/HRD) topics--organization development and change, leadership development, recruitment and retention, performance management, and coaching and mentoring--and offers a practical framework for design, implementation, and evaluation. It includes best-practice case studies from seventeen leading organizations that have achieved their change objectives.

The case studies will help you:

  • Analyze the need for the specific OD/HRD initiative
  • Build a solid business case for OD/HRD
  • Identify the audience for the initiative
  • Design an effective OD/HRD initiative
  • Implement a successful design of the initiative
  • Evaluate the effectiveness of the initiative

You'll benefit from expertise at trend-setting companies such as:

  • Kraft Foods
  • Smithkline Beecham
  • Westinghouse
  • Sun Microsystems . . . and many more!

"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."
Warren Bennis, author, On Becoming a Leader and Organizing Genius



Editorial Reviews

Review

"An extremely important volume with useful contextual perspectives plus vivid and important case studies of companies that know what they're doing to lead change."(Warren Bennis, author of On Becoming a Leader and Organizing Genius)

"very useful reference, loaded with first-rate exhibits and tables. Outstanding." (Stern's Management Review online, 1/02)

"Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational information." (Amazon.com (Top 10 Reviewer), (1/02)

Review

"If you're looking to move human resources out of the administrative backseat to the driver seat of change management and strategic imperatives in your organization then this is the book you need to read. I recommend this book to any human resource or organization development professional or department who is seeking to be an active strategic business partner in their companies. The book documents excellent examples of benchmark tools and processes." —Sarah M. Plasky, strategic planning manager, The Document Company, Xerox

"This book is an excellent reference for all practitioners who are in the midst of helping their organizations become the benchmark of their industry. With the case study approach comes actual assessmentinstruments, initiative plans, and evaluation tools to help this take place. A very helpful tool that needs to be on every practitioner's desk." —Dave Mehl, director, Training & Development, SSOE, Inc.

"Any human resources, organization development professional, student or professor will immediately recognize the value and benefits of this handbook and will feel comfortable in implementing and learning about the practices provided." —William H. Sevilla, vice president human resources, St. Mary Medical Center; faculty member, University of Phoenix

"An invaluable, practical guide to the most promising trends in organization and human resources development. Compelling case studies offer unique insight into how global business leaders have effectively dealt with the challenges of transformational change." —William J. Trahant, partner-in-change of organization and change strategy, PricewaterhouseCoopers


Product Details

  • Textbook Binding: 547 pages
  • Publisher: Pfeiffer (September 7, 2001)
  • Language: English
  • ISBN-10: 078795666X
  • ISBN-13: 978-0787956660
  • Product Dimensions: 1.2 x 7.2 x 9.4 inches
  • Shipping Weight: 2.8 pounds
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #1,076,109 in Books (See Top 100 in Books)

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Customer Reviews

4.4 out of 5 stars
(7)
4.4 out of 5 stars
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Most Helpful Customer Reviews
33 of 35 people found the following review helpful
3.0 out of 5 stars Many Interesting Case Histories of Making Improvements January 7, 2002
Format:Textbook Binding
Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don't have to get on an airplane and fly someplace!
One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.
Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit.
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26 of 28 people found the following review helpful
5.0 out of 5 stars Substantial Cost...and of Even Greater Value January 23, 2002
Format:Textbook Binding
Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational transformation. Moreover, the editors have selected both information and wisdom which can help to ensure that such a program is comprehensive, cohesive, and cost-effective. The phrase "best practices" is apt but should not be misconstrued to mean that strategies and tactics which have been highly successful in some organizations are necessary going to be successful in all others. Moreover, I urge the reader to keep in mind that, although the organizations featured (e.g. Boeing, Johnson & Johnson, Kraft Foods, Nortel Networks, ServiceMASTER, SmithKline Beecham, and Sun Microsystems) are among the largest in their respective industries, much of the material in this book is also relevant to small-to-midsize organizations. My own rather extensive past experience with all manner of organizations (including non-profits) has convinced me that most people do not fear change; rather, they fear the unfamiliar. Hence the importance of three on-going initiatives: communicate, communicate, and communicate.
Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:
Organizational Development & Change
Leadership Development
Recruitment & Retention
Performance Management
Coaching & Mentoring
Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc.
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27 of 30 people found the following review helpful
5.0 out of 5 stars Five Topic Areas of OD and HRD Initiatives May 20, 2002
Format:Textbook Binding
"The principal goal of this book is to provide you with the key ingredients taken from best-companies to help you create and enhance your organization and human resource development (OD/HRD) initiative. Through a case study approach, this book provides practical, easy-to-apply tools, instruments, training, concepts, and competency models that can be used as benchmarks for the successful implementation of your specific OD/HRD initiative (from the Introduction)."
In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:
I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."
II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...
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