Diagnosing Organizations: Methods, Models, and Processes: Applied Social Research Methods, cartea 8

Autor Michael I. Harrison
en Limba Engleză Paperback – 21 noi 2004
How can organizations handle the opportunities and threats posed by rapidly changing markets and external conditions? How can they improve their overall effectiveness? The Third Edition of Diagnosing Organizations contains up-to-date treatments of techniques and models for diagnosing how organizations deal with challenges like these. The book also shows how consultants and applied researchers can help managers find ways to enhance organizational effectiveness. The completely revised edition of this best-selling book presents the latest techniques for gathering and analyzing diagnostic data. It also covers models and methods for diagnosing organizational designs, everyday practices, fits among organizational components, organizational politics, and power relations. Ethical and political dilemmas of consulting and diagnosis are also explored. The book retains its original coverage of the process of working with members of a client organization to plan and administer a diagnostic study and communicate its results.
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ISBN-13: 9780761925729
ISBN-10: 0761925724
Pagini: 192
Dimensiuni: 140 x 216 x 10 mm
Greutate: 0.23 kg
Ediția:Third Edition
Editura: SAGE Publications
Colecția Sage Publications, Inc
Seria Applied Social Research Methods

Locul publicării:Thousand Oaks, United States


1. Diagnosis: Approaches and Methods
Uses of Diagnosis
Three Keys to Successful Diagnosis
Diagnosis in Turbulent Times
Conclusion and Plan of the Book
2. Open Systems Models
Using the Open Systems Approach
Gathering and Analyzing Data
Assessing Effectiveness
Assessing Feasibility of Change and Choosing Appropriate Interventions
3. Assessing Individual and Group Behavior
Model for Diagnosing Individual and Group Behavior
Action Model for Group Task Performance
Diagnostic Methods and Procedures
4. System Fits and Organizational Politics
Diagnosing System Fits
Emergent Behavior and Culture Versus Official Mandates
Assessing the Impacts of Fits and Gaps
Power and Politics
5. Environmental Relations
Guidelines for Diagnosis
Diagnostic Methods
6. Challenges and Dilemmas of Diagnosis
The Goals Dilemma
The Politics Dilemma
The Professionalism Dilemma Conclusion
Appendix A: General Orientation Interview
Appendix B: Instruments for Diagnosis and Assessment
Appendix C: A Guide to Diagnosing Behavior During Meetings
Appendix D: Resources for Developing Expertise in Diagnosis
About the Author

Notă biografică

Michael I. Harrison, Ph.D, is a Senior Social Scientist in the Center for Delivery, Organization, and Markets at the Agency for Healthcare Research and Quality (AHRQ). He leads Agency activities in Health System Design, manages and contributes to research in delivery systems across the United States, and conducts research on organizational improvement and implementation of system change.

His publications include papers in leading health services research journals, Diagnosing Organizations: Methods, Models, and Processes (Sage, 2005), and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (SAGE, 2004). He has given presentations and led workshops at scientific and professional conferences throughout the United States and Europe.Dr. Harrison holds a Ph.D. in Sociology from the University of Michigan. He was previously a faculty member at the State University of New York (SUNY), Stony Brook, and at Bar Ilan University in Israel; a visiting professor at Boston College and Haifa University; and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health.


The Third Edition of the bestselling Diagnosing Organizations shows how consultants and applied researchers can help decision makers quickly and flexibly diagnose problems and challenges and decide how to deal with them. This thoroughly revised edition can help practitioners of diagnosis directly address concerns that are critical to clients, rather than just provide feedback on current conditions and operations. In an authoritative yet readable fashion, author Michael I. Harrison presents updated treatments of the uses of diagnosis, evaluating organizational effectiveness, improving team performance, planning organization redesign projects, and assessing organization-environment relations and competitive strategy. Also treated are the politics of change management, professional dilemmas, and ethical issues confronting practitioners.