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the learnin org TABLE OF CONTENTS INTRODUCTION 1 SUMMARY 3 AN ARCHETYPICAL ENTRY AND CONTRACTING PROCESS 5 LAWLER'S ENTRY AND CONTRACTING PROCESS 9 ASSESSING LAWLER'S
Submitted by ashleytt on April 14, 2005
Category: Miscellaneous
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TABLE OF CONTENTS
INTRODUCTION 1
SUMMARY 3
AN ARCHETYPICAL ENTRY AND CONTRACTING PROCESS 5
LAWLER'S ENTRY AND CONTRACTING PROCESS 9
ASSESSING LAWLER'S ENTRY AND CONTRACTING PROCESS 11
WHAT WOULD I HAVE DONE DIFFERENTLY 14
THEORIES AND MODELS TO MAKE SENSE OUT OF THE DIAGNOSTIC DATA 17
ORGANIZING THE INFORMATION FOR FEEDBACK 22
CARRYING OUT THE FEEDBACK PROCESS 23
ADDITIONAL INFORMATION THAT COULD BE COLLECTED 25
CONCLUSION 28
BIBLIOGRAPHY 29
APPENDICES 30
B.R. RICHARDSON TIMBER PRODUCTS CORPORATION
INTRODUCTION
Organizational Development (OD) is concerned with the performance, development, and effectiveness of human organizations. OD is directed at bringing about planned change to increase an organization's effectiveness and capacity. It is an applied behavioural science that is focused on the organization as a system, and among other issues is concerned with the health of the organization, its effectiveness, its capacity to solve problems, its ability to adapt, change or of self renewal, and its ability to create a high quality of life for its employees.
An organization is defined as two or more people brought together by one or more shared goals. OD promotes the notion that a successful change is a planned change. Monitoring of both internal and external influences needs to be conducted on a continuous basis. To understand how change can be managed, OD draws knowledge and concepts from other disciplines (notably behavioural science, psychology, organization theory).
One of the early approaches to organizational change was provided by Kurt Lewin and his associates. It starts from the premise that targets of change and the social processes underlying...
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