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Organizational Development in the Public Sector,9780813398396

Organizational Development in the Public Sector

by
Format: Paperback
Pub. Date: 8/21/2002
Publisher(s): Routledge

Summary

This text addresses the issue of change in organizations and the resistances and defensive behaviors that obstruct transformation.

Author Biography

David G. Carnevale earned his Ph.D. in public administration from Florida State University. Professor Carnevale has served as the Samuel Roberts Noble Presidential Professor at the University of Oklahoma, where he is currently a Professor of Human Relations and Political Science. He has been involved in an extensive number of training and consulting exercises with both public and private organizations.

Table of Contents

List of Figures
ix
Preface and Acknowledgments xi
Acronyms xvii
Organizational Development: Assumptions and Values
1(20)
A General History of Management Thinking and OD
4(1)
Frederick Taylor
4(1)
Weberian Ideal-Type Bureaucracy
5(1)
The Human Relations Counterpoint
6(2)
Deepening the OD Connection
8(3)
Systems Theory
11(1)
Persisting Beyond Negative Labels
12(2)
Competitiveness Pushes the Door Wide Open for OD Values
14(1)
The New Era of Reform
14(3)
Conclusion
17(1)
Notes
18(3)
Public Administration and OD
21(18)
Public OD
22(4)
Third-Party Peacemaking in Different Worlds
26(4)
The Public Realities
30(1)
OD Development and Public Administration
30(1)
The Argyris/Simon Exchange
31(3)
OD's Place in the History of Public Administration
34(1)
Golembiewski
34(1)
Neely Gardner
35(1)
Conclusion
36(1)
Notes
37(2)
The Issue of Change
39(22)
Mind-Sets
39(1)
The Process of Change: The Issue of Resistance
40(4)
The Four-Room Apartment
44(5)
Leading Change
49(2)
The Continuum of Resistance to Change
51(3)
Encouraging Change Through PC
54(2)
PC in the Organization
56(3)
Conclusion
59(1)
Notes
60(1)
Learning Power and Action Research
61(18)
Hijacking What People Know---The Seeds of Disempowerment
64(2)
Learning
66(3)
Liberating Employee Know-How
69(4)
Action Research---The Core Problem-Solving Technology of OD
73(3)
Conclusion
76(1)
Notes
77(2)
Groups, Public Management Reform, and Organizational Development
79(20)
From Hawthorne On Up
80(3)
The Instructive '80s---The Takeoff Period for Management Reform
83(10)
Downside Dangers of Groups
93(4)
Notes
97(2)
Conflict and OD
99(14)
Third-Party Peacemaking
103(1)
Speaking Out Assertively
104(1)
The Problem of Listening
105(1)
Dialogue
106(1)
Working the Space-The Matter of Styles
107(3)
Interest-Based Bargaining
110(1)
Conclusion
111(2)
Basic Values and Prospects
113(14)
The Problem of Trust
114(2)
Hierarchy
116(1)
Leadership and Change
117(1)
Labor Relations
118(1)
They Know the Answer
118(1)
Power and Politics
119(2)
Moving Another Way
121(1)
Conclusion
122(5)
References 127(14)
About the Author 141(2)
Index 143

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