The Practice of Organizational Diagnosis
Theory and Methods
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Product details:
- Edition number 1
- Publisher OUP USA
- Date of Publication 25 November 2010
- ISBN 9780199743223
- Binding Hardback
- No. of pages560 pages
- Size 163x236x35 mm
- Weight 921 g
- Language English 0
Categories
Short description:
The Practice of Organizational Diagnosis: Theory & Methods presents a new paradigm for examining the intergroup dynamics of organizations by combining the procedures of organizational diagnosis with the theory of embedded intergroup relations. In this volume, Alderfer explains the relevance of the paradigm concept for the present work, shows the importance of intergroup relations in the formative organization studies, reviews extant modes of organizational diagnosis, and demonstrates the limitations of interpersonal and intra-group theories. He then presents the five laws of embedded intergroup relations as a response to the problems associated with the earlier work. After comparing and contrasting alterative group level theories and explaining the several meanings of empirical support, the author describes the empirical basis of the five laws.
Based on examining alternative codes of professional conduct and applying the five laws, he provides his prescriptions for the ethical basis of sound diagnostic practice. With the theory and ethical position in place, he then explains procedures for conducting each phase of organizational diagnosis: entry, data collection, data analysis, and feedback. He follows that by reporting the empirical bases for the methods used in the four phases. The volume concludes by describing the courses and educational processes essential for educating people to conduct organizational diagnoses.
A recurring theme from beginning to end is that the lawfulness of human behavior in relation to organizations is as applicable to diagnosticians, whether working alone or in teams, as it is to their clients. By addressing theory, method, data, and values, the volume presents a complete paradigm for organizational diagnosis.
Long description:
The Practice of Organizational Diagnosis: Theory & Methods presents a new paradigm for examining the intergroup dynamics of organizations by combining the procedures of organizational diagnosis with the theory of embedded intergroup relations. In this volume, Alderfer explains the relevance of the paradigm concept for the present work, shows the importance of intergroup relations in the formative organization studies, reviews extant modes of organizational diagnosis, and demonstrates the limitations of interpersonal and intra-group theories. He then presents the five laws of embedded intergroup relations as a response to the problems associated with the earlier work. After comparing and contrasting alterative group level theories and explaining the several meanings of empirical support, the author describes the empirical basis of the five laws. Based on examining alternative codes of professional conduct and applying the five laws, he provides his prescriptions for the ethical basis of sound diagnostic practice. With the theory and ethical position in place, he then explains procedures for conducting each phase of organizational diagnosis: entry, data collection, data analysis, and feedback. He follows that by reporting the empirical bases for the methods used in the four phases. The volume concludes by describing the courses and educational processes essential for educating people to conduct organizational diagnoses. A recurring theme from beginning to end is that the lawfulness of human behavior in relation to organizations is as applicable to diagnosticians, whether working alone or in teams, as it is to their clients. By addressing theory, method, data, and values, the volume presents a complete paradigm for organizational diagnosis.
The Practice of Organizational Diagnosis: Theory and Methods is an important text for any student in organizational studies and organizational diagnosis.
Table of Contents:
Acknowledgements
Preface
Abigail's Story
Chapter 1: Social Technology & Theory
Chapter 2: The Relevance of Theory for Practice
Chapter 3: The Historical Origins of Organizational Diagnosis
Chapter 4: The Contemporary Status of Organizational Diagnosis
Chapter 5: Anomalies and the Hidden Sense of Crisis in Contemporary
Interpersonal & Intragroup Theories
Chapter 6: The Five Laws of Embedded Intergroup Relations Theory
Chapter 7: Comparisons among Group Level Theories
Chapter 8: Several Meanings of 'Empirical Support'
Chapter 9: Empirical Support for Embedded Intergroup Relations Theory
Chapter 10: Ethical Practice Interpreted by Embedded Intergroup Relations
Theory
Chapter 11: Negotiating Organizational Entry Using Embedded Intergroup
Relations Theory
Chapter 12: Methods of Data Collection Informed by Embedded Intergroup
Relations Theory
Chapter 13: Modes of Data Analysis Based upon Embedded Intergroup
Relations Theory
Chapter 14: Feedback Designs Derived from Embedded Intergroup Relations
Theory
Chapter 15: Empirical Support for the Social Technologies Based on Embedded
Intergroup Relations Theory
Chapter 16: Education for the Practice of Organizational Diagnosis
Index
