Organization Development and Change - 10th ed - part 2

["792 GLOSSARY Team building The process of helping a work group to Transnational strategy A worldwide strategy with goals become more effective in accomplishing its tasks and in sat- of customized products\/services and efficient and responsive isfying the needs of group members. operations. Attempts to integrate operations on a worldwide Technology Consists of the major techniques (together basis. with their underlying assumptions about cause and effect) Transorganizational development An intervention con- that an organization\u2019s employees use while engaging in orga- cerned with helping organizations to join into partnerships nizational processes or that are programmed into the with other organizations to perform tasks or solve problems machines and other equipment. that are too complex and multifaceted for single organiza- Theory X Typical Theory X managers believe that people dis- tions to resolve. Includes the following cyclical stages: identi- like work and will avoid it whenever possible. Such managers fication, convention, organization, and evaluation. feel that they themselves are a small, elite group of individuals Trust level The degree of mutual trust among a set of per- who want to lead and take responsibility but that the larger sons. Raising the trust level is usually a major goal of team mass of people want to be directed and avoid responsibility. building. Theory Y Typical Theory Y managers usually assume that Uncertainty avoidance In cross-cultural analysis, the workers will accept responsibility provided they can satisfy extent to which people in a culture avoid risk taking and personal needs and organizational goals at the same time. prefer routine, knowable situations. Third-party intervention Activities aimed at helping two Unfreezing A reduction in the strength of old values, or more people within the same organization to resolve inter- attitudes, or behaviors. personal conflicts. Value judgment Statement or belief based on or reflecting Total quality management (TQM) A comprehensive the individual\u2019s personal or class values. and large-scale intervention that aims to focus all organiza- Values Relatively permanent ideals (or ideas) that influence tion systems on the continuous improvement of quality. and shape the general nature of people\u2019s behavior. Training An educational intervention typically focused on Visioning A process typically initiated by key executives to supervisors and individual contributors that is intended to define the mission of the organization and to clarify desired increase the skills and knowledge of the workforce. values for the organization, including valued outcomes and Transition state A condition that exists when the organi- valued organizational conditions. zation is moving from its current state to a desired future Work design The arrangement of tasks, people, and tech- state. During the transition state, the organization learns nology to produce both psychological outcomes and work how to implement the conditions needed to reach the desired performance. future; it typically requires special structures and activities to Some of the terms used in this glossary were taken or adapted manage this process. from Reference Book: Organizational Effectiveness (Fort Transformational change A radical change in how mem- Leavenworth, Kan.: U.S. Army Command and General Staff bers perceive, think, and behave at work. College, 1979).","\u00a9 Pixmann\/Imagezoo\/Getty Images Name Index A Arizona State University, 37 Cambia Health Solutions, 149\u2013152, 302, 449, 560 Abbott Laboratories, 504 Ascension Health, 688 Cameron, K., 127 Academy of Management, 14, 48, 424 Asea Brown Boveri (ABB), 34, 354, 545 Campbells, 488 Accountable Care Organization (ACO), 687 Assistance Professionals Association, 512 Canadian Broadcasting Corporation, 582 Adhikar, 257\u2013261 AT&T, 405, 457, 608, 610 Capital One, 163, 503, 599\u2013601, 738 Aetna Inc., 689 Care for Nottinghamshire, Derbyshire, and Airbus ICT Organization, 329\u2013337 B Air New Zealand, 14 B. R. Richardson Timber Products Lincolnshire (CLAHRCNDL), 593 Air Products and Chemicals, Inc., 396\u2013398 Cargill, 711, 712 Akzo Nobel, 14 Corporation,751\u2013765 Carlock, R., 716 Alaska Department of Health and Social Services Ballmer, Steve, 479 Carnegie Foundation, 8 Bank of America, 487, 608 Carrefour, 499, 536 (DHSS), 627 Barth, Roland, 696 Carroll, S., 448 Alaska Health Care Commission (HCC), 630 Barwale, B. R., 618 Case Construction, 359\u2013360 Alaska Health Workforce Coalition (AHWC), 626, BASF, 545 Case Western Reserve University, 14, 59 Baskin, Otis, 685 Caterpillar, 541 627\u2013631 Beckhard, R., 2, 8, 13, 298, 301, 305 Cavallo, David, 700 Alaska Mental Health Trust Authority (AMHTA), Beer, Michael, 2 CBS, 102 Bekey, George, 37 Cedar-Sinai Hospital, 388 627 Bell, C. H., Jr., 292 Center for Effective Organizations (USC), 85, 377, Alaska Native Tribal Health Consortium, 628 Ben and Jerry\u2019s, 187 Alaska Primary Care Association, 628 Benedictine University, 59 445, 733 Alaska Process Industry Careers Consortium Benetton, 355 Center for Manufacturing andAutomation Ben & Jerry\u2019s, 502 (APICC), 627 Berkshire Hathaway, 187 Research (CMAR), 37, 38 Alaska State Hospital and Nursing Home Bezos, Jeff, 357 Center for Medicare & Medicaid Services (CMS), BHP Billiton, 738 Association (ASHNHA), 628, 629 Bill and Melinda Gates Foundation, 697 688 Alaska Workforce Investment Board (AWIB), 627 Black & Decker, 448 Ceridian, 476 Alcoa, 389, 512 Blake, Robert, 7, 9\u201311, 304 Cerrano, John, 240, 247 Alderfer, C., 302, 304 Block, Peter, 81 Charles Schwab, 476 Alegent Health, 136\u2013137, 219\u2013221, 314\u2013316 Bloomberg, Michael, 711 Charles Steward Mott Foundation, 697 All-American University, 238 Blue Cross and Blue Shield of Florida, 502 Chicago Orchestra, 102 Alliance for Innovation, 704, 711 The Body Shop, 187 China Association for NGOs (CANGO), 743 Alliance for Redesigning Government, 711 Boeing, 14, 52, 318, 364, 375, 385, 390, 415, 502, Christensen, Clayton, 701, 702 Alliant Energy, 449 Christian Caring Homes, 271\u2013273 Allstate Insurance, 318 582, 738 Chrysler, 712 Alonso, Fernando, 334 Booz Allen Hamilton, 500 Cisco Systems, 358, 477, 616 Amazon.com, 5, 356, 357\u2013358, 739 Booz & Co., 592 Citibank, 349 American Airlines, 14, 499 Boss, R. W., 291, 293 Citigroup, 52 American Express, 460 Boston Orchestra, 102 City of Carlsbad, California, 318, 433 American Express Financial Advisors, 346 Bowen, Thella, 31\u201333 Clarke, Jeff, 198 American Healthcorp (AMHC), 350 Bowling Green State University, 14, 59 Clarkson, Beth, 240 American Management Association, 358 BP, 737 CNF Freight Service, 382 American Productivity and Quality Center Bristol-Myers-Squibb, 592 CoachVille, 474 Bruno, Jennifer, 515 Colgate-Palmolive, 342 (APQC), 387 Bryson, John, 705 Collaboration for Leadership in Applied Health American Psychological Association, 14 Buller, R., 292 American Quality Foundation, 389 Bureau of Labor Statistics, 738 Research, 593 American Society for Quality (ASQ), 387 Burke, Warner, 2 Columbia University, 59 American Society of Training and Development Bush, George H. W., 184, 696 Committee on Community Interrelations Bush, George W., 697 (ASTD), 489 Byron, Jim, 396\u2013398 (American Jewish Congress), 8 American Standard, 541 Communications Workers of America, 12 American University, 59 C Compaq, 197, 198\u2013199, 227 America West Airlines, 613 Caltech, 37 Connecticut Interracial Commission, 8 Analog Devices, 385 Calvez, Didier Le, 560 Consolidated Freightway, 382 Andersen Windows, 367 Container Store, 490, 500 Anderson, Carol, 453\u2013454 Continental Airlines, 613\u2013615 Anderson, Ray, 531 Copperfield, Matt, 240, 247 AON Consulting, 487 Corning Glass Works, 408, 409, 616 Apple, 100, 187, 355, 592 Costco, 96 Argyris, Chris, 64 793","794 NAME INDEX Council of Chief State School Officers, 697 Fiorina, Carleton S., 199 Hewlett-Packard (HP), 14, 46, 197, 198\u2013199, Countrywide Financial, 608 Fiorina, Carly, 198, 228, 712 227\u2013228, 314, 318, 364, 405, 476, 477, 500, Covisint, 739\u2013740 Fitz, J. D., 692 541, 545, 546, 558, 712, 739 Craig, Paul, 690, 692 Florida Power and Light, 364 Crosby, Philip, 386 Flynn, Patricia, 515 Highmark\/Blue Cross Plan, 688 Cruise, Tom, 365 Ford, Henry, 187 Hilton, 502 Cummings, T., 128, 129, 570\u2013573 Ford Foundation, 711 Hoechst, 545 Cuyahoga River Valley Organization (CRVO), Ford Motor Company, 187, 385, 390, 476, 712 Holiday Inn, 383, 616 Fordyce, J., 306 Honda, 541, 738 766\u2013775 Fortune, 377, 390, 410, 415, 458, 459, 467, 502, Honeywell, 12, 368, 369\u2013371 HP-Compaq, 314 D 506, 511 Hughes Aircraft, 36, 385 Dana Corporation, 463 Foster Mobley Group, 685 Humana Inc., 689 DaVita, 449, 460, 533, 645\u2013657, 688 Four Seasons, 560 Human Systems Development Consortium Dekkers, Guus, 329\u2013337 Frederickson, H. George, 705 Dell Computer, 187, 541, 739 French, Wendell, 2 (HSDC), 70 Deloitte, 511 Frito-Lay, 458, 460 Humler, Herve, 391 Deming, W. Edwards, 385\u2013386 Fujitsu, 170 Huse, E., 308 Denny\u2019s, 498 Fuji-Xerox, 545, 616 Hyundai, 170 Denton, Bob, 235, 236 Fullan, Michael, 702, 703 Denton, Robert, 234 Fungi, Victor, 531 I De Soto, 463 IBM, 6, 14, 36, 182, 184, 349, 358, 409, 457, 476, Deutsche Telekom, 375 G Digital Equipment Corporation, 198 Gaines Pet Food, 12, 423, 459 477, 531, 533, 553, 558, 560, 561\u2013562 Direct Health Solutions, 149 Galbraith, J., 96, 349, 355 Ikea, 738, 746 Disk Drives, Inc., 523\u2013527 Gambro, 645\u2013657 Illinois Institute of Technology, 61 Disney, 47, 52, 389, 558 Gap Inc., 503, 738 Imperial Chemical Industries, 14, 405 DMT, 594\u2013596 Gellerman, Bill, 70 Indiana Bell Telephone Company, 409 Donnan, Susan, 329\u2013337 General Accounting Office, 463 Industry\u2013University Cooperative Research Center Donnelly Corporation, 463 General Dynamics, 462 Dow Chemical Company, 349, 385, 460, 616 General Electric, 6, 14, 34, 46, 298, 300\u2013301, 342, Program (IUCRCP), 37 Drucker, P., 444 Institut de Socio-Economie des Enterprises et des Drugstore.com, 358 346, 364, 415, 488, 545 Dufour, R., 698, 700 General Electric Capital Services, 346 Organizations. See Institute for Socio- Duncan, Arnie, 697 General Electric Medical Systems (GEMS), 299, Economic Enterprises and Organizations DuPont, 14, 342, 384 (ISEOR) Dyer, W., 127, 282 300\u2013301 Institute for Manufacturing and Automation General Foods, 14, 423, 458 Research (IMAR), 36\u201339 E General Mills, 8, 375, 414, 415, 458, 501 Institute for Social Research (ISR), 384, 509 Eaker, R., 698, 700 General Motors, 12, 342, 384, 385, 428, 616, 712 Institute for Socio-Economic Enterprises and Eastman Chemical Company, 388 George Washington University, 59 Organizations (ISEOR), 733 eBay, 5, 739 Georgia-Pacific, 476 Intel Corporation, 14, 98, 375, 414, 415, 449, 488, Eindhoven University of Technology, 423 Gerstner, Louis, 184, 531 511, 537, 551, 552 Electrolux, 545 Gestalt Institute, 47 Interface Carpet, 531, 738 Electromation, Inc., 384 Global Mobile Corporation, 636\u2013644 International Coach Federation, 474 Eli Lilly, 616 Golembiewski, Bob, 705, 707 International Organization for Standardization Emerson, 541 Goodyear, 541 (ISO), 369, 387 Equate, 616 Google, 502, 511, 536 International Society of Six-Sigma Professionals Equitable Life Assurance Society, 512 Gould Academy, 8 (ISSSP), 387 Ernst & Young, 389, 476 Gould Electronics, 462 IRS (Internal Revenue Service), 375 Eskom, 169 Greiner, Larry, 550, 570, 572, 573, 576 Esso Standard Oil, 8 J Ethicon, Inc., 386 H Janssen Research Foundation, 307 European Union, 499 Hackman, J., 106, 113, 127, 215, 282, 292, 405, JCDecaux, 262 ExxonMobil, 8, 342 JCPenney, 476, 558 407, 413, 414 Jenkins, G., 467 F Hamel, G., 359 Johnson & Johnson, 96, 307\u2013308, 346, 487, 504, Fadem, Joel, 314 Harley-Davidson, 182, 462, 533, 738 Fairbank, Rich, 599 Harrison, R., 435 512, 514\u2013515, 559, 712 Fandango.com, 739 Hartford, 163, 200, 375 Johnsonville Sausage, 416 Federal Express, 477, 504, 616 Hartman, Dale, 37, 39 Joint Commission on Accreditation of Health Care Federal Mediation and Conciliation Service, 274 Haslett, Sally, 692 Feyerherm, A., 2 Hay Group, 481 Organizations, 322 Fiat, 184 Health Care Cost Institute, 689 Juran, Joseph M., 385 Fidelity Investments, 488 HealthPartners, 688 Fielding Institute, 59 Healthways Corporation ((HMC), 346, 350\u2013351, K Kaiser Family Foundation, 689 583\u2013584 Kaiser Permanente, 200 Herman Miller, 552 Kanter, R., 46 Herzberg, F., 112, 405 Kaplan, R., 274 Kawai, 102 Kazanjian, R., 355","NAME INDEX 795 Kelman, H., 63 Microsoft Canada, 552, 553\u2013554 Oldham, G., 112, 127, 215, 405\u2013407, 413\u2013414 Kenworth Motors, 234\u2013237 Microsoft Corporation, 163, 187, 318, 449, 477, O\u2019Malley, Stan, 240 Kikkoman Corporation, 711 O\u2019Neill, Paul H., 389 Kimberly-Clark, 34, 375 478, 479\u2013480, 511, 553, 558, 582, 608, Oracle, 100, 500, 503, 553, 608, 616 Kimpton Hotels and Restaurants, 512 611, 616 Orrefors, 14 Kizer, Kenneth, 366 Midland-Ross, 463 Ortiv Glass Corporation, 109, 110 Kobe Steel, Ltd., 389 Mirvis, P., 212, 213 Otis Elevator, 545 Kodak, 182 Mishra, Pia, 257, 260 O\u2019Toole, J., 507 Komatsu, 541 Mishra, Rajan, 257 Ouchi, W., 12 Kotter, J., 22, 96 MIT (Massachusetts Institute of Technology), 8 Mitroff, I., 623 P L Mobley, Erin, 685 Participative Management Program, 10 Lands\u2019 End Direct Merchants, 464 Mobley, Foster, 685 PartnerRe, 477 Lawler, Edward, 106, 128, 129, 377, 384, 467, 507, Mohrman, S., 106, 128, 129, 319, 384, 576 Patchett, Ray, 685 Monarch Health Care, 688 PeopleSoft, 365 593, 597\u2013598, 744 Mondragon, 462 Pepperdine University, 8, 14, 59, 115\u2013116, 490, 490 Lawrence, Nancy, 247 Monsanto Company, 449, 618\u2013620 PepsiCo, 477, 490, 491\u2013492, 499, 511, 513, 552 Ledford, G., 384 Morris, C., 52, 106 Perkins Coie, 511 Lenovo, 541 Morton Salt, 385 Perry, Jennifer, 685 Levinson, H., 444 Motorola, 318, 358, 364, 375, 385, 387, 390, 415, 738 Philadelphia Orchestra, 102 Levi Strauss, 711 Mouton, J., 7, 10 Philip Morris, 52 Lewin, Kurt, 8, 22\u201323, 25, 27, 134 MTV, 545 Pirelli, 488 Li and Fung, 531 Mullaly, Alan, 712 Platt, Lewis, 228 Likert, Rensis, 9, 10 Polaroid, 182 Limited Brands, 163 N Porras, Jerry, 40 Lincoln Electric, 461 Nadler, D., 96 Porter, Michael, 96, 550 Lincoln Hospital, 322\u2013328 Nalbandian, John, 705 Port of San Diego, 31\u201332 Lippitt, Gordon, 64, 78 Nathan, M., 623 Prahalad, C., 359 Lippitt, R., 22 National Academy of Public Administration, Premier Health Alliance, 187 Living.com, 358 PriceWaterhouseCoopers, 476, 720 Liz Claiborne, 355 711 Procter & Gamble, 14, 47, 52, 96, 200, 414, 458, L.L. Bean, 582 National Academy of Sciences\u2019 Institute of Lord Corporation, 349 477, 499, 545 L\u2019Oreal, 499, 504, 505\u2013506 Medicine (IOM), 687 Purrington, Linda, 685 Loyd, Chris, 396\u2013398 National Civic League, 711 PwC Health Research Institute, 688, 689 Loyola University, 59 National Education Association, 8 Luft, J., 268 National Governors Association, 697 Q National Health Service (NHS), 621 Quaker Oats, 476, 504 M National Parent Teacher Association, 700 Qualcomm, 511 MacArthur, Douglas, 385 National Performance Management Advisory Quinn, R., 127 MacArthur Foundation, 702 Macy, B., 212, 213 Commission, 704 R Maharashtra Hybrid Seeds Company Limited National Performance Review, 386 Randall, Drew, 238, 250 National Research Council, 363 Regence Insurance Holding Company, 149 (MAHYCO), 618\u2013620 National Science Foundation (NSF), 37\u201339 Research Center for Group Dynamics (MIT), Mandela, Nelson, 169 National Training Laboratories (NTL), 7, 8, 47, Mann, Floyd, 9 7, 9 Marchionne, Sergio, 184 732, 734 Ritz-Carlton Hotel, 182, 391\u2013392 Marconi Commerce Systems, 182 NATO, 60 RMIT University, 201, 202\u2013204 Marczak, Ann, 38 NBC, 385 Roadway Express, 382\u2013383 Marriott, 318, 391 NEC, 170, 541 Robertson, P., 40\u201341 Martin, J., 555 Nestl\u00e9, 541 Robert Wood Johnson Pharmaceutical Research Martinez, Kim, 691 Neusoft Corporation, 14 Matsushita, 170, 541 Nevitt, J., 319 Institute, 307 McCaskey, M., 106 New United Motor Manufacturing, Inc., 616 Rockport, 318 McConkie, M., 291 Nike, 354, 355, 624 Rockwell International, 36, 384 McDermott, Mike, 599\u2013600 Nissan, 170, 541 Ross and Sherwin (R&S), 278\u2013281 McDonald\u2019s, 94, 99, 512, 616 Nokia, 98, 746 Royal College of Psychiatrists (Great Britain), 512 McGregor, Douglas, 8, 444 Nordstrom, 389, 558, 592 Royal Dutch\/Shell, 738 McKesson, 201 Norling, Richard, 189 Rushton Mines, 384 McKinney, Webb, 198 Northrop Grumman, 36, 502 McKinsey & Co., 582, 689 Northwest Airlines, 182 S McNiff, Jean, 701 Novartis, 692 Saab, 14, 171 MECK Insurance, 776\u2013785 Nucor Steel, 375 Saab-Scania, 423 Melkanoff, Michel, 37 Samick, 102 Menlo Park, 362\u2013363 O Samsung, 390, 560 Merck, 355 Oak Hill Partners, 688 San Diego-based American Healthcare Systems, Michelin, 541 Obama, Barack, 697, 703\u2013704 OD Network, 14 187 Office of Naval Research, 8 Oil, Chemical, and Atomic Workers, 12","796 NAME INDEX San Diego County Regional Airport Authority T U.S. Department of Labor, 459, 482 (SDCRAA), 31\u201333 Tannenbaum, Robert, 8, 48 US Airways, 613 Tata Corporation, 187 Sanofi-Genzyme, 608 Tavistock Institute of Human Relations (London), V Saudi Aramco, 582 Vaycot Product, 287\u2013291 Schein, Edgar, 86, 267, 270 11, 414, 733 Verizon, 41, 375 Schein, V., 550 Taylor, Frederick, 404 Vitro, 14 Schwab, Ted, 314 Teekay, 477 Volvo, 171, 423, 428 Sears, 182, 342 Telefonica, 582 Selmer Instruments, 102 Telemundo Network, 512 W Semco S\/A, 169 Telkom, 169 Wachovia, 608 Semler, Ricardo, 169 Texaco, 498 Walmart, 96 Senge, Peter, 699 Texas Instruments, 14, 364, 375, 405 Walton, R., 276 Sensor, Wayne, 314 Thomas, David, 577\u2013579 Ward, J., 716, 717 Seymour, Audrey, 362 3M, 47, 187, 346, 375, 536, 550, 560 Watson, J., 22 SGL Carbon, 390 T-Mobile, 608, 610 Wegmans, 490 Shafer-Payne, Angela, 31, 44 Tosi, W., Jr., 448 Weil, R., 306 Shell Oil Company, 375, 582 Total Renal Care (TRC), 647\u2013648 Weisbord, M., 96, 127 Shepard, Herbert, 8 Toto, 541 Welch, Jack, 300 Shingo Prize, 386 Touche, 511 Wells Fargo Bank, 375, 512, 582, 608 Shirky, Clay, 695 Toyota, 6, 170, 187, 318, 616, 737 Westley, B., 22 Siemens, 541 Transportation Security Administration, 487 West Paces Ferry Hospital, 388 Smisek, Jeff, 613\u2013615 Tremont Hotel (Chicago), 9 West Penn Allegheny Health System, 688 Smith, Adam, 714 Trist, Eric, 11 Weyerhaeuser, 52, 385, 504, 511 Society of Organization Learning (MIT), 733 TRW Space Systems, 8, 36, 306 Whitbread PLC, 576, 577\u2013579 Sondheim, Stephen, 102 Tushman, M., 96 Whitehead, Jack, 701 Sony, 187, 541, 558 Tyson, Ed, 691 Whole Foods, 187, 490 Southwest Airlines, 375, 552 Whyte, William, 8 Southwest-AirTran, 608 U William Hill, 740 Sparks, Paul, 685 UNICEF, 677 Winby, Stu, 314 Spoornet, 169 Unilever, 536, 545, 738, 746 Wine.com, 358 Sprint-Nextel, 512 Union Carbide, 8 Women\u2019s and Children\u2019s (W&C), 314, 316 Staley, James, 382 Union of Japanese Scientists and Engineers World Health Organization, 677 Standard Oil of New Jersey, 342 World Trade Organization, 677 Standard & Poor\u2019s, 390 (JUSE), 385 World Vision, 318 Stanford University, 59 United Airlines, 613\u2013615 World Wildlife Fund (WWF), 743 Starbucks, 616 United Auto Workers (UAW), 12, 384 Worley, C., 2, 47, 319, 593, 597\u2013598, 744 Starwood Hotels, 390 United-Continental, 608 Wurlitzer, 102 Steinway Musical Instruments Company, 102 UnitedHealthcare, 689 Steinway & Son, 102\u2013104 UnitedHealth Group, 688 X Stiglitz, Joseph, 737 United Technologies, 414, 458 Xerox, 36, 346, 385, 390, 511 Stride Rite Corporation, 503 University Associates, 59 Subway, 616 University Cooperative Research Center Program Y Sullivan, Roland, 330\u2013337 Yahoo, 608 Sunflower Incorporated, 232\u2013233 (IUCRCP), 37 Yamaha, 101, 102, 103, 104 The SunHealth Alliance, 187 University of California, Los Angeles (UCLA), 8, Yellow Transit Co., 382 Sun Health care Group, 691 Young, John, 227, 228 Sun Microsystems Inc., 198, 553, 608 36, 37, 47, 59, 314 Young Chang, 102 Survey Research Center, 9 University of Michigan, 59, 127, 384, 509 Suzuki, 738 University of Southern California (USC), 36, 47, Syverson, Cindra, 690 59, 80, 127, 377, 490 U.S. Army, 582 U.S. Commerce Department, 390","\u00a9 Pixmann\/Imagezoo\/Getty Images Subject Index A Americans with Disabilities Act (ADA), 498, in Johnson & Johnson\u2019s drug evaluation Absenteeism 499, 708 department, 307\u2013308 effect of skill-based pay on, 458 Analysis Johnson & Johnson\u2019s health and wellness positive effect of EAPs on, 513 of applying individual-level diagnosis to job program, 514\u2013515 Accountability, 433 design, 91, 95, 114 Accountable Care Organization (ACO), 687 content, 133\u2013134 leading your business at Microsoft Corporation, Achievement needs, 285, 413, 448 force-field, 134\u2013135 479\u2013480 Achievement orientation, in global OD, 166 group-level diagnosis, 109\u2013112 Acquisition, 162, 607\u2013615. See also Mergers and organization-level, Steinway & Sons, 103\u2013104 managing strategic change at Microsoft Canada, 553\u2013554 acquisitions (M&As) Applications Action learning, 26, 480 adapting the appraisal process at capital one Pepsico\u2019s career planning and development Action map, in organization learning, 589 financial, 453\u2013455 framework, 491\u2013493 Action planning, 90, 157, 292, 572\u2013573 Alaska Health Workforce Coalition (AHWC), 627\u2013631 personal views of the internal and external for coaching, 475 aligning strategy and diversity at L\u2019or\u00e9al, consulting positions, 55\u201356 for V\u00e9lo V project, 262\u2013263 505\u2013506 Action research, 8\u20139, 25\u201326, 681 aligning senior team at Vaycot Products, and planned change at Cambia health solutions, model, 24\u201326, 27 287\u2013291 149\u2013152 process, used by groups in parallel structures, Amazon.com\u2019s network structure, 357\u2013358 American Healthways\u2019 process structure, planned change at the San Diego County 379\u2013381 350\u2013351 Regional Airport Authority (SDCRAA), trends in application of, 25 in an underorganized system, 36\u201339 31\u201333 Action research model, 24\u201326, 27 approaching employee orientation as a cultural Action science, 26 experience, 302\u2013303 planning United and Continental merger, Active listening, 183 building alliance relationships, 618\u2013620 613\u2013615 Adaptive learning, 588. See also Single-loop changing the human capital management practices at cambia health solutions, process consultation at Christian Caring learning 446\u2013448 Homes, Inc., 271\u2013273 After-implementation evaluation, 208 conflict management at Ross and Sherwin Age (R&S), 278\u2013281 revising the reward system at Lands\u2019 End, contracting at American Healthways 465\u2013466 average, of U.S. workforce, 484\u2013486 Corporation, 350\u2013351 in workforce diversity, 484\u2013486 creating a built-to-change organization at self-design at Healthways Corporation, 583\u2013584 Agency, 624, 706, 707, 709 Capital One Financial, 599\u2013601 social and environmental change at LDI Africa, Agency cost, 714 creating a vision at Premier, 189\u2013191 Aggressiveness, as sustainable effectiveness culture of work in Western China, 542\u2013544 678\u2013680 developing self-managed teams at WI, inc., Steinway\u2019s strategic orientation, 102\u2013104 strategy, 661 421\u2013422 top-management team at Ortiv Glass Agile organization designs, 664\u2013667 dialogue and organization learning at DMT, 594\u2013596 Corporation, 110 building, 670 dynamic strategy making at Whitbread PLC, training OD practitioners in data feedback, features of, 664\u2013667 577\u2013579 employee involvement, 376\u2013377, 379\u2013381, 384, 146\u2013147 human resource systems, 666\u2013667 392\u2013393, 398, 403 a work-out meeting at General Electric Medical management processes, 665\u2013666 enriching jobs at the Hartford\u2019s employee structures, 665 relations consulting services group, Systems (GEMS), 300\u2013301 work systems, 664\u2013665 410\u2013412 Appraisal, performance. See Performance Alignment ethics of OD, 62\u201366 individual-level diagnosis, 114 Honeywell IAC\u2019s TotalPlant reengineering appraisal in organization system, 94 process, 369\u2013371 Appreciative inquiry (AI), 26 Alliance interventions, 606 implementing the global strategy, 542\u2013544 \u201cArab Spring,\u201d 736 cross-cultural, 620 institutionalizing structural change at Hewlett- Arthik siksha, 257 strategic, 616\u2013620 Packard, 227\u2013228 Artifacts, of organization culture, 556 Alliances, 162 Interface Carpets transformation to The Art of Japanese Management (Pascale and defined, 616 sustainability, 671\u2013672 operation and adjustment, 617 job design at Pepperdine University, 115\u2013116 Athos), 552 partner selection, 616\u2013617 Assessment, 475. See also Evaluation, OD strategy formulation for, 616 structuring and start-up, 617 intervention Alpha change, 218 in coaching, 474\u2013476 Alternative dispute resolution (ADR), 274\u2013275 performing needs, 481 American Recovery and Reinvestment Act Assessment centers, 487 Authenticity, 700 (ARRA), 627\u2013628, 687, 697 Autonomy employee, 406\u2013407 increase of, in vertical loading, 409 team, 416\u2013417 of team members, maintaining sufficient, 418 B Balanced scorecard, 442 Basic assumptions, of organization culture, 558 797","798 SUBJECT INDEX Basic design alternatives, 535\u2013537 and development, 161 OD practitioners and, 625\u2013626 Behaviorally anchored rating scale (BARS), 450 and development interventions, 480 sexual violence prevention unit of Minnesota\u2019s Behavioral sciences, 2, 4, 734 goals, 481\u2013482 individual and human resources, 485 health department, 185\u2013186 coaching, using principles of applied, 475 specification of criteria for network membership consultation with experts from field of, 24 (figure 16.1) Behaviors PepsiCo\u2019s framework, 491\u2013492 by, 621 changes in, required by OD interventions, 208 results, 477 trade-offs involving, 219 goal setting, to jointly define member work, 442 Career planning and development, 480\u2013493 use of power strategy by, 193\u2013197 network, 624 individual employee development intervention, Change management, 3, 46, 179\u2013201 strategically driven work, 441 activities contributing to effective (figure 8.1), team, 201 484 Benchmarks, 389, 419, 442 performance feedback and coaching 180 Benevolent authoritative systems, 10 distinguishing between organization Beta change, 218 interventions, 489 Big, Hairy, Audacious Goals (BHAG), 187, 572, role and structure interventions, 488 development and, 4 work-life balance interventions, 490 need for competence in, 163 583 Career stages, 481\u2013482 overview of, 179\u2013181 \u201cBig 5\u201d instrument, 475 and career planning issues, 483 (figure 16.1) Change process, 81, 83 Biofeedback, 512 Career systems, in HIOs, 393 time element of, 197 Bonus plans, 460. See also Gain sharing Carey Award, 386 China Carnegie Foundation, 8 China Association for NGOs (CANGO), 743 individual, 460 Case studies. See also Integrative case studies environmental controls and, 738 Boundary control, 416 City of Carlsbad, California, restructuring the income inequality in, 737 Boundary management, 415, 420, 724 China Association for NGOs (CANGO), 743 Bowling Green State University, 14 Public Works Department, 433\u2013434 Choice, free and informed choice, 163 Brainstorming, 626 diagnosis and feedback at Adhikar, 257\u2013161 Clean Water Act, 709 Breadth, as sustainable effectiveness strategy, 661 Disk Drives, inc., 523\u2013527 Client Bridging organizations, 670 employee benefits at HealthCo, 519\u2013522 determining relevant, 77 Bridging role, of GSCO change agents, 680, 681 relationships, in job enrichment, 407, 409 Brokers, 355 background, 520 Closed system, 93 Budget Control Act of 2011 (BCA), 688 recent events, 520\u2013522 Coaching, 160, 174, 474\u2013476 Built-to-change organizations, 593\u2013601 three scenarios, 519\u2013520 application stages, 475 managing change in the manufacturing and goals, 474\u2013475 application stages, 597\u2013601 individual, interpersonal, and group process orchestration capability, building, 598\u2013601 distribution division of PolyProd, 262\u2013263 redefining organization design components preliminary diagnosis, in conjunction with OD approaches, 265\u2013293 for flexibility, 597\u2013598 interventions, performance feedback and, 489 reframing culture as a facilitator of change, practitioner, 24 organization process approaches, 297\u2013319 597 Sullivan Hospital System, 435\u2013437 results of, 476 Cause-and-effect diagrams, 388 training and development, 146 creating at Capital One Financial, 599\u2013601 Chaeobols, 354, 620 Codification, in organizing knowledge, 592 design guidelines, 593\u2013597 Change. See also Resistance, to change Collaborative strategies, 616, 740, 742 consultant-dominated, 25\u201326 Collateral structures, 379 for B2C organizations, 596 contingencies related to target of, 164\u2013171 Collecting and analyzing diagnostic and feeding from design to designing, 596 creating readiness for, 181\u2013183 from strategy to strategizing, 596 culture, 161 back information, 123\u2013154. See also Data design guidelines for B2C organizations, 596 guides for facilitating network, 625\u2013626 gathering dialogue and organization learning at DMT, implementing and evaluating, in family data analysis techniques, 133\u2013142 qualitative tools, 133\u2013135 594\u2013596 businesses, 724\u2013725 quantitative tools, 135\u2013142 human resource practices, 598 managing network, 624\u2013626 diagnostic relationship\/contract, 123\u2013126 Built to Last (Collins and Porras), 552 methods for generating sufficient dissatisfaction methods for, 126\u2013132 Burke, Warner, 2 interviews, 129\u2013130 Burnout, 45, 60 to produce, 181\u2013184 observations, 130\u2013131 steps to cope with, 60 motivating, 181\u2013184 questionnaires, 127\u2013129 use of sabbaticals to avoid, 511 organization development (OD) and, 158 sampling, 132\u2013133 Business-to-business market, organizational issues practical advice for managing (figure 8.1), 180 unobtrusive measures, 131\u2013132 programmability and, 223 Commission on the Future of Worker- in, 739\u2013740 situation, contingencies related to, 164\u2013171 Management Relations, 384 Business Week, 554 target, level of, 223\u2013224 Commitment Change, leading and managing internal, 163 C developing political support for strategic to intervention, 224\u2013225 California Senate Bill AB93, 32 Communication, 361 Capital budgeting, 611 planning project in sexual violence about reward systems, importance of, 455\u2013453 Career development, 480. See also Career planning prevention unit, 195 building good, in family businesses, 723 managing transition learning processes, changing nature of, 695 and development 196\u2013197 in different types of organizations, 35 appropriate set of processes, 484\u2013486 Change agents effective, about changes, 174 interventions, 484 activities of, 200, 201 process consultation and, 157\u2013158, 267\u2013268 Career planning, 174, 476 attention to power and political activity by, 192 and resistance to change, 183 application stages, 482\u2013493 building support system for, 180, 200 structure activities, 381 employee involvement and, 200 appropriate set of career development identification of powerful individuals and processes, 484\u2013490 groups with interest in changes, by, 192\u2013193 mechanism, 482\u2013484","SUBJECT INDEX 799 Communities of practice, 592 dynamic strategy making at Whitbread PLC, corporate, 608 Comparison unit, 217 577\u2013579 creating effective, in health care industry, Compatibility, in work design, 420 Compensation specialists, 440, 466 ladder of inference, 590, 591 691\u2013692 Competing values approach, 557\u2013558 learning organizations, 582\u2013593 ethnocentric, 746 features of M&As, 610, 612 to diagnosing organization culture, 534\u2013535 conceptual framework, 584\u2013586 globalization and, 737 Competition Healthways Corporation (HMC), 583\u2013584 interaction between different, due to knowledge management interventions, 585, strategies for, 610\u2013611 globalization, 281 stress related to increased global, 504, 530 586 lack of success in establishing common, Competitive advantage organization learning interventions, 586\u2013593 ability to manage change as key source of, 743 outcomes of OL and KM, 586 189\u2013191 diversity as source of, 497\u2013498 organization learning affects organization melding corporate, 199 sustainability as a source of, 746 organization, 49, 99 Competitive logic, 572 performance, 586 Competitive strategies, 561\u2013562, 572, 586 self-design at Healthways Corporation, 583\u2013584 inferred, 105 integrated strategic change, 548\u2013552 self-design change process, 580 integration activities for M&As, 612 mergers and acquisitions, 162, 610\u2013611 self-designing organizations, 576\u2013582 supporting aligned, 691\u2013692 Confidentiality, 71 technical and managerial innovation and, 745 issues of, 82 application stages, 579\u2013582 value and organization customs, 165 OD practitioners and, 125 self-design change process, 580 and values, in workforce diversity intervention, Conflict management, 278\u2013281 turbulent environments, demands of, Conflict resolution, 169 497\u2013498 process, facilitating, 276\u2013277 576\u2013579 Customer satisfaction, 347 Conflict resolution cyclical model of interpersonal Continuous quality improvement (CQI), 65 Customer tiebreakers, 572 Contract, 79, 238\u2013239 (figure 10.2), 275 Control charts, 388 D Conflict(s). See also Conflict resolution Control system. See also Diagnosing organizations Data episodic model of, 275\u2013276 as job enrichment constraint, 412 misuse of, 63 informal procedures for resolving intergroup, of work system, 419 unobtrusive, 131\u2013132 Convention stage in network development, Data gathering. See also Collecting and analyzing 306\u2013309 management at Ross and Sherwin (R&S), 622\u2013623 diagnostic and feeding back information Convergent validity, 216 after action, 24 278\u2013281 Coordinating mechanisms, in networks, 355 in conjunction with OD practitioner, 24 mediation, 690 Core job dimensions, 405\u2013407 and feedback cycle (figure 6.1), 124 ongoing, in OD field, 734 Core purpose, 186\u2013187 methods, 123 relationship between change orders and preliminary, 76 example of, 190 Decision accelerators, 319 (table 6.5), 140 Core values, 186\u2013187 Decision making and rivalry in family businesses, 719\u2013720 authority, of self-managed work teams, 415 social, 737 example of, 190 group, 277 value and goal, 64 Corporate Culture and Performance (Kotter and improving, 285 Congress, 384, 386, 686 including peers and subordinates in process of, establishment of Malcolm Baldrige National Heskett), 552 Cost\/benefit trade-off, of alliances, 428 464 Quality Award by, 386 Cost-minimization strategy, 535 in public-sector organizations, 704, 707\u2013708 Congruence, 222\u2013223 Cost-of-living adjustments (COLA), 458 Deep assumptions approach, to diagnosing Connectedness (OD practitioners), 625 Cross-cultural issues, 281 Connectors, in networks, 625, 626 Cultural context, organization development, organization culture, 557\u2013558 Consultants, 26, 52\u201354, 82. See also Third-party Defensive behavior, 144 167\u2013171 Deming Prize, 385 interventions achievement orientation, 166 Dependency, 63, 64, 86 differences between external and internal context orientation, 165\u2013166 individualism, 166 survey feedback and organizational, 148 (table 3.2), 53 power distance, 166 Deutero-learning, 588 quick solutions and, 41 uncertainty avoidance, 166 Developmental training, 489 resolution of dependency issues by, 64 Cultural diversity, 734, 736\u2013737, 742, 746 Development organizations (DOs), 670. See also team-building meeting, 286 Cultural resistance, 183 third-party, 274\u2013275 Cultural values and organization customs, 165 Global social change organizations Consultative roles, in career development, 488\u2013 Culture change, 161, 187, 552 (GSCOs) application stages, 597 Diagnosing organizations, 89\u201396. See also 489 competing values approach, 557 Diagnosis Consultative systems, 10 deep assumptions approach, 557\u2013558 of current organization structure, 90 Content analysis, 133\u2013134 defining and diagnosing, 552, 555\u2013558 need for diagnostic models, 91\u201392 Content interventions, 270 guidelines for, 559\u2013560 open-systems model, 92\u201396 Content validity, 215, 216 at IBM, 561\u2013562 organization-level diagnosis, 96\u201398 Context orientation, in global OD, 165\u2013166 national, 164 Diagnosis, 48, 50. See also Diagnosing Continuous change, 569\u2013604 organization culture and organization organizations components of, 94 built-to-change organizations, 593\u2013601 effectiveness of family-run organizations, 722 application stages, 597\u2013601 four major elements, 556\u2013558 group-level, 109\u2013112 design guidelines, 593\u2013597 Culture components, 555 analysis (Ortiv Glass Corporation), 109\u2013112 Culture(s) groups and jobs, 109\u2013112 dynamic strategy making, 570\u2013576 approaching employee orientation as a cultural individual-level, 112\u2013114 application stages, 573\u2013576 conceptual framework, 571\u2013573 experience, 746 change, 187. See also Culture change","800 SUBJECT INDEX Diagnosis (continued) Economy external, for piano market, 101 joint, 24\u201325 cost of stress-related disorders to U.S., 504 framework of, 534\u2013535 linking interventions to, 208 globalization of, 735\u2013737 misfits among organization\u2019s, 551 in OD, 90\u201391 relation of, to transformational change, organization, 123 ED Recovery Act, 697 of organizational systems, 94\u201396 Elementary and Secondary Education Act of 1965 530\u2013531 organization-level, 96\u2013101 relation of structural design to organization, alignment, 100 (ESEA), 697 analysis, 101\u2013106 Emergence, of global economy, 736 339\u2013356 design components, 98\u201399 Emotional intelligence, 57, 87 responses to, 507 inputs, 93 Empathy, 183 stability of organization, 238 in planned change, 29 Employee assistance programs (EAP), 161, 466, task, of self-managed work teams, 415\u2013419 preliminary, in conjunction with OD types of, 96\u201397 practitioner, 24 504, 512 Envisioned future, 187\u2013188 of state of alliance, 617 Employee involvement (EI), 12, 16, 171, 277, bold and valued outcomes, 187\u2013188 of team\u2019s design components (Ortiv Glass desired future state, 188 Corporation), 110 375\u2013398 Equal employment opportunity council applications, 380\u2013381 Dialogue approach, in organization learning, 589 and change agents, 200. See also Change agents (EEOC), 501 Difference tests, 140\u2013142 current definition, 376 Ethics, 61 Differentiation, 98, 104 effects on productivity of, 377\u2013379 figure, 13.1, 378 coercion, 63\u201364 as sustainable effectiveness strategy, 661 generation of ideas for, 381 guidelines for organization development\/human Diffusion, 225 high-involvement organizations, 159, 393\u2013395 Disabilities, as workplace diversity factor, 502 key elements that promote, 376 systems development (OD\/HSD) DISC profile, 475 parallel structures, 159, 380\u2013384 professionals, 8 Discriminant validity, 216 practices, diffusion of, 377 misrepresentation, 6 Disintermediation, 355 secondary (figure 13.2), 379 of organizational development, 61\u201366 Disk Drives, inc., 523\u2013527 total quality management (TQM), 159, 375, technical ineptness, 64 Diversity, 497\u2013504 value and goal conflict, 64 385\u2013390 Evaluation. See also Evaluation feedback general framework for managing (figure 17.1), using AI summit to build union-management key aspects of effective, 189\u2013193, 207\u2013210 498 measurement, 211\u2013216, 217, 218 relations at roadway express, 382\u2013383 OD intervention, 207\u2013221, 229 increased, in health care industry, 695 working definition of, 376 designing good measures, 212\u2013216, as source of competitive advantage, 497\u2013498 Employee stock ownership plans (ESOPs), 721 221, 229 Divisional structure, 342\u2013344 Employee stress and wellness intervention, implementation and evaluation feedback, advantages and disadvantages of, 342\u2013344 207\u2013210 table, 12.2, 343 504\u2013513 research design, 216\u2013221 Domestic-partner benefit plans, 502 applications stages, 507\u2013512 processes, 207 Double-loop learning, 588. See also Generative Evaluation feedback, 208\u2013210 alleviating and coping with stress to improve implementation and (figure 9.1), 209 learning wellness, 510\u2013512 selecting variables, 211\u2013212 Downsizing, 159, 174, 339, 356\u2013359, 704 Evaluation stage in network development, 623 diagnosing stress and becoming aware of its Expectancy model, 457\u2013458 application stages, 359\u2013361 causes, 507\u2013510 Expectations coaching, used in, 474 mutual, of client and OD practitioner, 81 increase of EAP use during, 512 DDI, 523\u2013527 role of, in generating motivation, 182\u2013183 in Menlo Park, 362\u2013363 employee benefits at HealthCo, 519\u2013522 Exploitive authoritative systems, 10 results of, 363\u2013364 goals, 504, 506\u2013507 External consultants, 52\u201356, 59, 66, 224 stress related to, 490 Johnson & Johnson\u2019s health and wellness differences between external and (table 3.2), tactics (table 12.8), 360 55\u201356 Dual career employees, 490 program, 514\u2013515 differences between internal and (table 3.2), 53 Due diligence results of stress management and wellness personal view of, 55\u201356 assessment, performing, 610 External validity, 216. See also Internal validity processes, inadequate, 608 interventions, 513 During-implementation assessment, 208 Employee stress and wellness interventions, 161 F Dynamic capabilities, 569 Enacted environment, 97 Face validity, 215 of agile organization designs, 664 Endangered Species Act, 708, 709 Fallback positions, 488 Engineering approach, to work design, 404, 425 Family business system E Entering and contracting, 75\u201387 EAP. See Employee assistance programs (EAP) business, ownership, and family systems, Ecological sustainability, 736, 745\u2013746 clarifying the organizational issue, 76\u201377 714\u2013715 E-commerce, 5, 739\u2013740 contracting with Alegent health, 83\u201387 Economic development description and scope, 75 critical issues in, 719\u2013725 determining the relevant client, 77 conflicts and rivalry in, 719\u2013720 as contingency affecting OD success, issues involved in family businesses, 722 entering and contracting, 722 166\u2013167 in planned change, 28\u201329 entering or leaving the business as a family selecting an OD practitioner, 78\u201379 member, 719 organization development Enterprise resource planning technologies, 740 family-run organization, diagnosing, 722 industrial economies, 167 Environmental concerns family wealth and growth of, 721 industrializing economies, 167 dilemmas involving, 62 feedback and planning, 723\u2013724 subsistence economies, 167 effect on OD of, 61, 62 misuse of data, 63 Environmental expectations, 312 Environment(s), 102\u2013103 design of interface between STS and its, 415 dimensions of, 97\u201398 information uncertainty, 97","SUBJECT INDEX 801 implementing and evaluating change, General environment, 96 effectiveness, dimensions of, 104 724\u2013725 Generative learning, 588. See also Double-loop functional roles in, 266 functioning, 111 new leader, selecting, 720\u2013721 learning goals, 109 OD interventions in, 721\u2013722, 725 Genogram, 722 interventions, 270 ownership transfer and estate planning, 720 Global design, 541 interviews, 129 developmental stages, 715\u2013716 Global integration, 537 leadership and authority, use of, 267 key questions for understanding, 722 Globalization, 5, 13, 530. See also Global social -level diagnosis, 112\u2013114 OD interventions in, 721\u2013722, 725 most common (table 22.3), 723\u2013724 change organizations (GSCOs); design components, 109\u2013111 organization development in, 711\u2013725 Organization development, outside the norms, 111\u2013112, 267 parallel planning process, 716 United States problem solving and decision making, process typical family business intervention areas, 724 of the economy,735\u2013737 values at center of, 716\u2013719 stress related to competition caused by, 490 consultation and, 267\u2013274 family versus business system values, 718 of work and organizations, 281 process consultation and, 157\u2013158 Family Medical Leave Act (FMLA), 511 Global recession, 4 task structure, 109 employee benefits at HealthCo, 519\u2013522 Global Reporting Initiative (GRI), 668 Group\u2019s performance norms, diagnosis of, 111 Feedback Global social change, 670 Groupthink, 312 about progress of OD relationship, 76 application stages, 674\u2013677 Growth needs, 426\u2013427 channels, in job enrichment, 405, 406 change agent roles and skills, 677, 680\u2013681 Grupos, 354, 620 characteristics of effective, 142\u2013143 Global social change organizations (GSCOs), data 670\u2013681, 742 H in network creation, 623 application stages of, 674\u2013677 Hammer Award, 386, 711 ownership of, 144 building the local organization, 674\u2013676 Health care industry training OD practitioners in, 164 effects of success on, 675\u2013676 of diagnostic information, 145\u2013154. See also horizontal linkages, creating, 676\u2013677 aging workforce and changing demographics of vertical linkages, creating, 677 patients, 689\u2013690 Survey feedback change agent roles and skills, 677, 680\u2013681 implementation and evaluation, 208\u2013210 characteristics, 672\u2013673 aligned cultures, supporting, 691\u2013692 performance, and coaching interventions, 493 conflicts in, 675 comprehensive learning programs, delivering, possible effects of (figure 6.5), 148 dimensions of, 673\u2013674 process increased opportunities for OD in, 742 692 problem of success, 675\u2013676 engaged employees, creating, 692\u2013693 characteristics of, 144\u2013145 social and environmental change at LDI Africa, environmental trends in, 691 in organizations, 94 678\u2013680 health care reform, changing incentives, and in performance appraisal, 439 Global Trends, 2015 (CIA\u2019s report), 737 providing, to family business members, 723 Goal setting, 160, 174, 403, 442\u2013448 reimbursement models, responding to, 687 step, in change process, 27\u201328 application stages, 443\u2013444 informatics and e-health, rise of, 689 success of data, 142 balanced scorecard approach to, 442 integration across different segments of health survey, 407 characteristics, 442\u2013443 The Fifth Discipline (Senge), 699 clarifying goal measurement, 443 care, 688\u2013689 FIRO-B profile, 475 establishing challenging goals, 442\u2013443 opportunities for OD practice, 690\u2013693 Focus groups, 434 increased participation in, 450 organization development in, 686\u2013693 Force-field analysis, 134\u2013135 joint manager-subordinate, 445 quality and cost as strategic and regulatory Formal (leader, organization, system), 193, 380, management by objectives (MBO), 444\u2013445 and MBO, effects of, 445, 448 imperatives, 687\u2013688 403, 680 principles contributing to success of, 468 shifting organizational systems to a new \u201cFour Principles,\u201d in open-space method, 313 processes, performance appraisal as link Free choice, and informed choice, 163 between reward systems and, 452 paradigm, 691 Frequency distributions, 135\u2013138 Government organizations, 742 a snapshot of, 686\u2013687 Functional structure, 159, 340\u2013342 Government Performance and Results Act, 703 strategic, emotionally intelligent leaders and Government Performance and Results advantages and disadvantages of, 340\u2013342 Modernization Act of 2010, 703 teams, developing, 690\u2013691 figure 12.2, table 12.1, 341 Great Recession, 704 traditional industry segment lines, blurring of, Futuring, 317 GRI. See Global Reporting Initiative Grid Organization Development, 10 688\u2013689 G Group design, 111 trends in, 687\u2013690 Gain sharing, 396, 459, 463 components, diagnosis of, 109\u2013111 Health care reform, 687 and individual-level diagnosis, 112\u2013114 Health facilities, employee, 511\u2013512 bonus formula, 462 Group interventions, 270 Health Insurance Portability and Privacy Act change management, 463 diagnostic issues in, 266\u2013267 frequency of bonus, 463 Group-level diagnosis, 109\u2013112 (HIPAA), 512 importance of design process for, 462 analysis, 114, 116\u2013119 Health profiling, 510 participative system, 463 design components, 113 Heroism, 187 sharing process, 462\u2013463 inputs, 112\u2013113 Hidden agenda, 86 unit coverage, 463 Group(s). See also Team building; Teams High-involvement organizations (HIOs), 159, Gamma change, 218, 533 communication, 266 Gay, lesbian, bisexual, and transgender (GLBT), 501 composition, 111 392\u2013398 Gender at Air Products and Chemicals, Inc., 396\u2013398 inequity, 500\u2013501 application factors, 395 in workforce diversity, 501\u2013502 features of, 393\u2013395 General consultation skills, needed in OD, 51\u201352 improving selection of employees for, 393 prevalence of teams in, 398 study results of, 395 HIV, 501 Horizontal issues, in MBO process, 444\u2013445 Horizontal linkages, GSCOS and, 676\u2013677 Human Development Index, 167 Humanism, 60","802 SUBJECT INDEX Human processes, improving, 157\u2013158, 267. Information technology, 5, 13, 159\u2013160, 339 Intervention design. See also Intervention See also Process consultation (PC) effects on future OD practice, 739, 743 consideration of contingencies related to change use of, for reengineering, 159, 364\u2013365 situation for, 164\u2013171 process consultation, 158 and use of codification approaches for KM, 592 cultural context and, 165\u2013166 team building, 158 designing effective, 163\u2013164 Human process interventions, 29, 171, 668. Informed choice, and free choice, 163 and effect on rate of success of contingencies Innovation, 741 related to target of change, 171 See also Intervention organizational issues of, 171 third-party intervention: Lincoln Hospital, achieving awareness of, in networks, 625 employee, 46 Interventions. See also Human process 322\u2013328 managerial, 5\u20136, 743\u2013745 interventions; Human resources Human resource practices, 535 need for, in transformational change, 530 management, interventions; Intervention Human resources department, 440 strategy, 535 design; Strategic interventions; Human resources management technological,743\u2013745 Technostructural interventions Inputs, 93 employee stress and wellness, 161 individual-level diagnosis, 112\u2013113 alliance, 606 interventions, 160\u2013161, 171, 439\u2013440, 473. into strategic orientation, 96\u201398 attitudinal change, 306 In Search of Excellence (Peters and Waterman), behavioral, 306 See also Goal setting; Intervention; career planning and development, 161, 480\u2013481 Performance appraisal; Reward systems; 552 coercion and, 63\u201364 Reward systems Instability, creation in network, 624\u2013625 criteria defining effective, 162\u2013163 managing workforce diversity, 161 Institutionalization, of OD interventions, 208\u2013225 defined, 173 performance appraisal, 160 designing effective, 164\u2013171 reward systems, 160 defined, 208 Human resource systems, 98, 412 framework, 222 contingencies related to change situation, as features of agile organization, 666\u2013667 180 Hurricane Katrina, 676 (figure 11.2), 222 Hygiene factors, 405 indicators of institutionalization, 226\u2013229 and employee assistance programs (EAPs), 161 institutionalization processes, 224\u2013225 employee stress and wellness, 161, 504\u2013513 I intervention characteristics, 223\u2013224 in family business system, 721\u2013722, 725 Identification stage in network development, organization characteristics, 222\u2013223 features of, that can affect institutionalization indicators to assess level of, 226 621\u2013622 Insurance, private, 686 processes, 224\u2013225 \u201cIf Japan Can \u2026 Why Can\u2019t We?\u201d, 385 Integrated strategic change (ISC), 161, 548\u2013552, human process, 29, 171 Immigrants, entering workforce, 497. See also impact of accurate, 439 570 individual, 268\u2013270 Workforce diversity interventions application stages, 546\u2013548 Implementation, initial, 84 key features, 549 employee development, 450 Implementation feedback, 208. See also Evaluation managing strategic change at Microsoft Canada, institutionalizing, 208\u2013210 intergroup relations, 158, 301\u2013309 feedback 553\u2013554 key targets of OD, 171 data for, 208 performing strategic analysis, 549, 550\u2013551 large-group evaluation and (figure 9.1), 209 Integration, 99. See also Differentiation outcome measures of, 209 Integrative case studies. See also Case studies combining survey feedback with, 141\u2013142 selecting variables, 229 managing strategy at Vaycot Products, 287\u2013291 linking, to diagnosis, 208 Improshare, 463 major types of, 29 Incentives, in health care industry, 687 overview of competitive environment, 284 management and leadership development, 161 Income distribution, 736 Intergovernmental Panel on Climate Change, 738 network, 620\u2013631 Individual, interpersonal, and group process Intergroup relations, 174 and organizational levels (table 7.2), 174 and organization culture, 161 approaches, 265\u2013293 combining survey feedback with, 145 and organization design, 161 coaching, 160, 474 purpose of, 158 overview of, 157\u2013162 diagnostic issues in, 266\u2013267 Intergroup relations interventions, 158, 174, and parallel structures, 159 process consultation, 267\u2013274 performance feedback and coaching, 467 team building, 265, 277\u2013286 301\u2013309, 591 recent proliferation of OD, 58 third-party interventions, 274\u2013277 at Johnson & Johnson, 307\u2013308 selecting, 64 Individual assessment, 478 microcosm groups, 301\u2013304 shaping competitive and collaborative strategies Individual interventions, 268\u2013270 purpose of, 309 Individual interviews, 276 resolving intergroup conflict application stages, of organizations, 162 Individualism, in global OD, 166 skills needed by OD practitioners for design and Individual-level diagnosis, 112\u2013114 310\u2013312 alignment, 114 results of, 312 execution of, 50 analysis, 114 Intermarket network, 354 specificity of goals in, 223 design components, 113 Internal commitment, 163 sponsors of, 224 inputs, 112\u2013113 Internal company dynamics, 531 strategic change, 161\u2013162 Industrial economies, 167 Internal consultants, 52\u201356, 388 sustainable management, 659\u2013681 Industrializing economies, 167 clarification of sensitivity issues for, 81 Industrial Revolution, 364 differences between external and (table 3.2), 53 design guidelines of, 660\u2013667 Industry discontinuities, 531 personal view of, 55\u201356 implications of, 660 Industry structure, 96 Internal market network, 354 third-party, 158. See also Third-party Informatics and e-health, rise of, 689 Internal validity, 216. See also External validity Information International design, 539\u2013540 interventions flows, environments as, 97 International private voluntary organizations, 670 training and development, 146 and promotion of EI, 376 Internet, 5, 355 types of, 29 uncertainty, 97 as backbone of global economy, 739 influence on OD of,739\u2013740 and organizational issues (figure 7.2), 172 Interpersonal skills, needed in OD, 51 workforce diversity, 497\u2013504 Interviews, 129\u2013130, 286","SUBJECT INDEX 803 Intranets, 744\u2013745 of organization members regarding behaviors M Intrapersonal skills, needed in OD, 48, 51 connected to intervention, 224 Malcolm Baldrige National Quality Award, 386, Involvement, in planning changes, 184 organizing, 592 391\u2013392, 711 J and skills, contributing to EI success, 376 Management and leadership development Japan, 385 tacit, 592 Jargon, 127 Knowledge and experience interventions, 161, 476\u2013480 JDS. See Job Diagnostic Survey (JDS) use of, by OD practitioners, 59\u201360 application stages, 477\u2013478 Job design use of consultant\u2019s versus client\u2019s (figure 3.1), 58 goals, 477 Knowledge management (KM), 161, 584\u2013586 results, 480 applying individual-level diagnosis to, conceptual framework, 584\u2013586 Management by objectives (MBO), 444\u2013445. 112, 114 knowledge services and networks, 593 organization knowledge See also Goal setting in HIOs, 159, 393 description and purpose, 449\u2013450 at Pepperdine University, 115\u2013116 facilitated transfer of, 593 effects of goal setting and, 445, 480 Job Diagnostic Survey (JDS), 127, 215, 407 as link to performance, 586, 592 establishing action plans for goals, 445 modification of, 413 outcomes of, 586 establishing criteria of success, 445 profile for \u201cgood\u201d and \u201cbad\u201d jobs (figure 16.2), Knowledge management interventions, 585, 586 joint manager-subordinate goal setting, 445 outcomes of OL and KM, 586 origin, 444 408 Knowledge objects, 592 review process, 445 Job enlargement, 406 Kyoto Protocol, 672 work group involvement, 445 Job enrichment, 160, 403, 405, 406, 409, 412\u2013414 Management consulting, 46 L Management development, 477 application stages, 405\u2013407 Ladder of inference, in organization learning, 590, Management processes combining tasks, 408 as features of agile organization, 665\u2013666 establishing client relationships, 408\u2013409 591 transformational change and, 535 forming natural work units, 408 Large-group interventions, 141\u2013142, 145, 158, 174, Managerial Grid, 10 making thorough diagnosis, 407 Managerial innovation, 5\u20136 opening feedback channels, 409 309\u2013310 Managing change, 169\u2013201 vertical loading, 409 at Airbus ICT Organization, 329\u2013337 conveying credible positive expectations, application stages conducting the meeting, barriers to 182\u2013183 control system, 412 310\u2013312 creating a vision, 184\u2013188, 189\u2013191 human resource system, 412 following up on meeting outcomes, 318 personnel system, 412 open-space methods in, 313, 317 constructing envisioned future, 187\u2013188 supervisory system, 413 open-systems methods in, 313\u2013317 creating readiness for change, 181\u2013183 technical system, 412 preparing for the large-group meeting, 310\u2013311 describing core ideology, 186\u2013187 results of, 318\u2013319 developing political support, 180, 188\u2013193, core dimensions of jobs Large-group interventions (LGI), 669, 670 autonomy, 406\u2013407 \u201cLaw of Two Feet,\u201d in open-space method, 313 194\u2013195, 201 feedback from work itself, 407 Leader(s) assessing change agent power, 192 human resource system, 405\u2013407 developing strategic, emotionally intelligent, empathy and support, 183 skill variety, task identity, and task signifi- identifying key stakeholders, 192\u2013193 cance, 406\u2013407 690\u2013691 influencing stakeholders, 192\u2013193 forward-thinking family business, 721 managing the transition, 180, 193\u2013197 experiments, 405 growing locally, 701 activity planning, 196 individual differences affecting reactions to, 407 selecting new, 720\u2013721 change-management structures, 196 results of, 413\u2013414 Leadership, 598, 601, 607, 608, 622, 688, 691\u2013692, commitment planning, 196 Job pathing, 487 motivating change, 181\u2013184, 185\u2013186 Job rotation, 405 695, 699, 701, 703 communication, 183, 194 and challenging assignments, 486, 487\u2013488 growing locally, 701 empathy and support, 183 Jobs political, 703 overcoming resistance, 183\u2013184 autonomy, 113 Leadership development, 161, 476\u2013478 participation and involvement, 184 diagnosing groups and, 106\u2013119 Leadership development programs, 478, 480, 481 overview of change activities, 179\u2013201 feedback, 115 Leading and managing change revealing discrepancies between current and key dimensions of individual, 113 motivating change skill variety, 113 desired states, 182 task significance, 113 at Johnsonville Sausage, 416 sustaining momentum, 180, 197\u2013200 Job sharing, 500 Learning organizations, 582\u2013593, 699 Johari Window, 268\u2013270 building support system for change agents, diagram (figure 10.1), 269 human resources practices, 587 200 Joint ventures, 616 management processes, 587 Just-in-time inventory systems, 281 Model II learning, 587 developing new competencies and skills, Model I learning, 586 200\u2013201 K structure, 587 Keiretsu, 354, 620 work design, 587 providing resources for change, 200 Knowledge. See also Knowledge and experience; Learnings, 83 reinforcing new behaviors, 201 Left-hand, right-hand column technique, in staying the course, 201 Knowledge management (KM) Managing workforce diversity, 161 acquiring, 581 organization learning, 590 Marginality, and professional OD role, 54\u201357 distributing, 593 Legal combination phase (M&A), 611 Market position, of organization, 572 generating, 592 Lewin\u2019s change model, 22\u201323, 28 Matrix organization, 344\u2013346 organization, 586, 592\u2013593 Life stages, 481\u2013482 Matrix structure, 344\u2013346 Likert Scale, 9 advantages and disadvantages of, 345\u2013346 Local representatives, 537 chart (figure 12.4), 344 Longitudinal measurement, 217 table 12.3, 345","804 SUBJECT INDEX Mavens, in networks, 625\u2013626 Motivation. See also Reward systems in Model I learning, 586\u2013587 Means, 135\u2013138 for change, 181\u2013184 of organization culture, 530 Measurement, for OD evaluation, 211\u2013216 increase of, through employee participation in goal-setting process, 443\u2013444. See also O criterion, 211 Goal setting Observations, 130\u2013131 definitions and recording categories (table 9.3), reduction of, due to secrecy, 464 core values and purpose of, 186\u2013187 213 Motivational approach, to work design, 405\u2013414, stability of environment and technology, 223 designing good measures, 212\u2013216 415, 428 Occupy Movement, 737 Off-site, 419 operational definition, 212 Motivators, 405 Open information systems, in HIOs, 393 reliability, 212\u2013215 Moving step, in change process, 22 Openness, 63 validity, 215\u2013216 Multinational design, 541, 545 Open-space methods, 312, 313 measures and computational formulae Myers-Briggs Type Indicator, 475 Open system, 92\u201396, 312 Open-systems model, 92\u201396 (table 9.1), 213 N alignment, 94 selecting variables, 211\u2013212 National culture, 164\u2013165 boundaries, 93\u201394 Measurement systems, 99 National Innovations in American Government diagnosing organizational systems, 94\u201396 Medicaid, 686\u2013687, 688 feedback, 94 Medicare, 686\u2013688, 689 Awards, 711 inputs, transformations, and outputs, 90\u201391 Mentoring, 474\u2013476 National Labor Relations Act (NLRA), 384 in large-group approaches, 312\u2013313 Mentoring, and coaching. See Coaching Natural work units, in job enrichment, 407, 408 organizations as open systems, 92\u201396 Merger integration plans, developing, 610\u2013611 Network change, managing, 624\u2013626 Open-systems planning, 312 Mergers and acquisitions (M&As), 162, Operational combination phase (M&A), 611\u2013615 creating instability in network, 624\u2013625 day 1 activities, 611 607\u2013615 managing tipping point, 625\u2013626 operational and technical integration activities, application stages, 608\u2013615 law of the few, 625\u2013626 611\u2013612, 615 legal combination phase, 611 power of context, 626 Opportunity network, 354 operational combination phase, 611\u2013615 stickiness, 626 Orchestration capability, building, 598\u2013601 precombination phase, 608\u2013611 self-organization, relying on, 626 Organizational changes, institutionalizing, business case, establishing, 609\u2013610 Network interventions, 620\u2013631 choosing partner for, 608\u2013609 creating network, 621\u2013623 221\u2013229 coaching, used in, 474\u2013476 convention stage, 622\u2013623 Organizational Culture Assessment Instrument, cultural integration activities, 612, 615 evaluation stage, 623 developing integration plans for, 610\u2013611 identification stage, 621\u2013622 127 due diligence assessment for, 610 organization stage, 623 Organizational development major phases and activities in, 500, 609 stages and issues, 621\u2013623 operational and technical integration activities, managing network change, 624\u2013626 global social change creation of instability in, 624\u2013625 change agent roles and skills, 677, 680\u2013681 611\u2013612 law of the few, 625\u2013626 rationale for, 607 managing tipping point, 625\u2013626 sustainable management interventions, 659\u2013681 team, creating, 609 power of context, 626 Organizational identity, 663\u2013664 United and Continental merger, 613\u2013615 self-organization, relying on, 626 Michigan Organizational Assessment stickiness, 626 building capabilities of, 668\u2013669 Networks, 162 identifying and redefining, 667 Questionnaire, 127 chaeobols, 620 repurposing boards of directors, 667\u2013668 Microcosm group, 301\u2013304 convention stage, 622\u2013623 Organization assessment, 478 creating, 621\u2013623 Organization capabilities, building, 668\u2013669 application stages, 302\u2013303 creation of instability in, 624\u2013625 Organization change, 3 components of, 301\u2013302 creation of interdependence through, 623 distinguishing between organization results of, 304 evaluation stage, 623 Middle East, 5 grupos, 620 development and, 4 Minimal critical specification, in work design, identification stage, 621\u2013622 Organization confrontation meeting, 158, keiretsu, 620 420 managing change in, 624\u2013626 298\u2013301, 319 Minnesota Coalition Against Sexual Violence multiorganizational, 621 application stages, 299 organization, 624 results of, 301 (MNCASA), 185 organization stage, 623 Organization culture. See also Organizations, Minnesota Multiphasic Personality Inventory self-organizing behavior of, 626 Network structure, 159, 339, 353\u2013356, 740. culture of (MMPI), 475 changing, 161, 552 Minorities See also Networks advantages and disadvantages of, 353 application stages of, 559\u2013560 career development preferences of, 481 practical guidelines for, 559\u2013560 use of mentoring with, 72 table, 12.5, 352 competing values approach, 557 Misrepresentation, 62\u201363 Amazon.com\u2019s, 357\u2013358 deep assumptions approach, 557\u2013558 MNCASA. See Minnesota Coalition Against chart (figure 12.7), 352 defining and diagnosing, 552, 555\u2013558 No Child Left Behind (NCLB) Act, 697 implementing cultural change process, 558\u2013560 Sexual Violence (MNCASA) purpose of, 697 major elements of, 556\u2013558 Model II learning, 587 Normative consensus, 225, 226 Organization design(s), 161, 534\u2013548 Norms, 556\u2013557 basic design alternatives, 535\u2013537 deutero-learning, 588 group\u2019s performance, 111 characteristics, 540 values underlying, 587, 591 conceptual framework, 534\u2013535 Model I learning, 586\u2013587 culture of work in Western China, 542\u2013544 Momentum, sustaining, 197\u2013200 at Deere & Company, 538\u2013539 building support system for, 200 implementing the global strategy, 542\u2013544 developing new competencies and skills, 200\u2013201 reinforcing new behaviors, 201 staying the course, 201","SUBJECT INDEX 805 and individual-level diagnosis, 112 theory, needed by OD practitioners, 52 scholarly, 733\u2013734 model, 534 in the United States, cultural values tha traditional, 732\u2013733 table 18.1, 536 transformation of Meck Insurance, 778\u2013787 three steps of, 546\u2013547 guide, 39 Organization learning (OL), 533, 582\u2013593. See also worldwide organization design alternatives, 537, Organization development practitioners, 34\u201335, Knowledge management (KM) 539\u2013541, 545\u2013546 45\u201373. See also Collecting and analyzing characteristics, 585\u2013586 Organization development, 157 diagnostic and feeding back information conceptual framework, 584\u2013586 careers, 59\u201360 outcomes of, 586 action research and survey feedback competencies of effective, 47\u201352 performance affected by, 586 background, 8\u20139 data-gathering role of, 123 phases in, 589\u2013593 defining characteristics of term, 46\u201347 processes, 586, 588\u2013593 and change programs, 158 emotional demands on, 51, 57 contract development, 79\u201382 ethical guidelines for key outcome of, 586 and human development professionals, Organization learning processes, 588\u2013593 ground rules, 82 70\u201373 mutual expectations, 81 GSCOs and, 674\u2013676 adaptive learning, 588 time and resources, 81\u201382 importance of ability to diagnose and deutero-learning, 588 cultural context and economic development understand intergroup relations by, 301 discovery, 588 in international settings, 35, 39 double-loop learning (generative learning), 588 affect, 167\u2013171 and job enrichment, 160 generalization process, 588 cultural values and organization customs, 165 knowledge and skill requirements of, 47\u201352 invention, 588 defined, 1\u20134 table, 3.1, 49\u201351 production processes, 588 diagnosis in, 89\u201390. See also Diagnosing major criteria, 162\u2013163 single-loop learning, 588 marginality and, 54\u201357 Organization process approaches, 297\u2013319 organizations; Diagnosis need for political skills by, 60 diagnostic issues in, 298 effect of cultural context and economic positions, 52\u201354 innovative strategies in Alegent\u2019s Women\u2019s and as process consultant for role clarification, 511 development on, 165\u2013166 professional, 52, 66 Children\u2019s Service Line, 314\u2013316 evolution in, 13\u201314 role of, 52\u201359, 60\u201361 intergroup relations interventions, 158, 301\u2013309 in family-owned businesses, 711\u2013725 in role of salesperson, 556 large-group interventions, 158, 309\u2013310 general introduction to, 1\u201319 selecting, 78\u201379 organization confrontation meeting, 158, global social change, 670\u2013681 self-managed work teams, 160 SMO and, 667\u2013668 298\u2013301, 319 application stages, 674\u2013677 training, in data feedback, 146\u2013147 Organizations, 171, 173 organizations, 670, 672\u2013674 types of, 48 growth and relevance of, 4\u20137 use of knowledge and experience, 57\u201359 congruence, 222\u2013223 in health care industry, 686\u2013693 use of power strategies by, 192\u2013193 culture of, 47, 99, 530. See also Culture change history of, 7\u201313 use of \u201cshadow consultants\u201d by, 200 diagnosing current structure of, 89\u2013119 integration of human resources management Organization development trends, 731\u2013747 facing problems, steps for planned change in, 35 B. R. Richardson Timber Products Corporation, government, 742 with, 440\u2013442 753\u2013767 high-involvement, 159, 393\u2013395 interpersonal process issues, 82 building Cuyahoga River Valley Organization human process issues in, 171 interventions. See Interventions (CRVO), 768\u2013777 human resources issues in, 171 laboratory training background, 8 contextual, 735\u2013746 increasingly networked and knowledge-based major types of interventions in, 29 economy, 735\u2013738 normative background, 9\u201311 effects on OD\u2019s future, 736 nature of, 740\u2013741 outside the United States implications for future of OD, 741\u2013746 lack of success in establishing common, 183 organizations, 740\u2013741 levels of function in, 173 cultural context approach, 165\u2013166 technology, 739\u2013740 as open systems, 92\u201396 economic development contingency, workforce, 738\u2013739 impacts on OD\u2019s future, 732 figure, 5.1, 92 166\u2013167 and implications for future of OD, 734\u2013735 physical layouts of, to enhance EI, 394\u2013395 high cultural fit, high industrialization, 169 application to more diverse organizations, profit-seeking, 606 high cultural fit, moderate industrialization, 742\u2013743 relative to M&As, 162, 607\u2013615 cross-cultural aspects, 746 sensitizing, to pressures for change, 182 169 experiencing internal conflicts in the short strategic issues in, 171 low cultural fit, high industrialization, term, 734 technology and structure issues in, 171 increased focus on social and ecological transorganizational systems (TSs), 607 169\u2013170 sustainability, 745\u2013746 trends shaping change in, 5 low cultural fit, moderate industrialization, increased integration in long term, 734\u2013735 unionization, 223 more involvement in supporting technolog- value issues within, 60 168\u2013169 ical and managerial innovation, 743\u2013745 Organization stage in network development, 623 overview, 15\u201317 increased focus on social and ecological Organization transformation, 530 personal process issues in, 82, 84 sustainability, 745\u2013746 \u201cOut-of-the-box thinking,\u201d 389 presenting problem, 76 pragmatic, 733 Outputs, of strategic orientation, 100 process of \u201cresearch agenda\u201d proposed by scholars for, Outsourcing, 159, 339 733\u2013734 emergent nature of, 76\u201377 P Kenworth Motors, 234\u2013237 Parallel processes, 302, 304 Peppercorn Dining, 238\u2013257 Parallel structures, 159, 174, 379\u2013380 Sunflower Incorporated, 232\u2013233 procurement regulations for government application stages, 379\u2013384 EI and, 380 agencies, 79 results of approaches to, 403 productivity and quality-of-life background, 11\u201313 in public school systems, 693\u2013703 in public-sector organizations, 703\u2013711 relationship, entering into, 76\u201379 social and environmental change at LDI Africa, 678\u2013680","806 SUBJECT INDEX Pareto charts, 388 entering and contracting, 28\u201329 communication and learning, changing nature Participative group systems, 10 evaluating and institutionalizing change, 30 of, 695 Participative Management Program, 10 general model of, 28 Participatory action research, 26 in GSCOs, 681 complex, diverse, and evolving K-12 educational Patient Protection and Affordable Care Act magnitude of change, 30, 33\u201334 system, 693\u2013694 nature of, 22\u201342 (ACA), 686 planning and implementing change, 29\u201330 Excellence Movement, 696 Pay positive model, 26\u201327 failed reform, reasons for, 698\u2013699 practice of, 41\u201342 grounding practice in theory, 701 negative effects of misperceptions about, 467 at the San Diego County Regional Airport growing leaders and leadership locally, 701 performance-based systems, 460\u2013462 High Standards, Testing, and Accountability plans, least acceptable, 460 Authority (SDCRAA), 31\u201333 skill-based systems, 458\u2013459 theories of, 22\u201328, 42 Movement, 697 Peer review panels, 32 Plateaued employees, 493 improving teaching practice with action Performance Polarization, 304 appraisal. See Performance appraisal Political resistance, 183 research, 700\u2013701 effect of goal setting on, 160, 442 Political support development, 188\u2013193, 194\u2013195, increased competition, 695 feedback and coaching interventions, 478 increased diversity, 695 goals, in process-based structure, 347 196, 201 learning relationships, cultivating, 700 of intervention behaviors, 226 assessing change agent power, 192 OD practitioners, considerations for, 699\u2013702 job, positive effect of EAPs on, 445 identifying key stakeholders, 192 organization development in, 693\u2013703 objective and subjective measures of, 450 influencing stakeholders, 192\u2013193 professional learning communities (PLCs), and reward systems, 160 Porter\u2019s competitive strategy model, 572 Performance appraisal, 160, 174, 439\u2013440, Positive model of planned change, 21, 26\u201327, 91 developing, 699 five phases of, 23, 26\u201327 reform efforts, disappointing, 696\u2013699 448\u2013452, 468 Power, reinforcement of EI with, 376 Restructuring Movement, 696\u2013697 application stages, 451\u2013452 Power distance, in global OD, 166 tough economic times and, 695\u2013696 Power strategies trust, cultivating, 699\u2013700 criteria for design of system, 451 attention being paid to, 191, 194\u2013195 utilizing technology as catalyst for innovation, diagnosing current situation, 451 widely used, 193 establishing system\u2019s purposes and objec- Precombination phase (M&A), 608\u2013611 701\u2013702 business case, establishing, 609\u2013610 workplace and required skills, evolution of, 695 tives, 451 candidates, search and selection of, 608\u2013609 Public-sector organizations evaluation and monitoring system, 452 due diligence assessment, performing, 610 comparing private- and, 705\u2013710 selecting right people, 451 M&A team, creation of, 609 use of pilot tests, 452 merger integration plans, developing, 610\u2013611 intergovernmental relations, 709\u2013710 effects of, 452, 468 Predictive validity, 216 multiplicity of decision makers, 707\u2013708 elements (table 15.1), 449 Preferences, 226 stakeholder access, 708\u2013709 as link between goal-setting processes and Problem, joint diagnosis of, 24\u201325 values and structures, 705\u2013707 Problem identification, 24 organization development in, 703\u2013711 reward system, 445 Problem solving recent research and innovations in, 710\u2013711 process, 449\u2013450 formation of employee, 381 Performance-based pay systems, 460\u2013462 groups, 267 Q ratings of various (table 15.3), 461 procedures, 388 Qualitative tools, data analysis, 133\u2013135 Performance management, 489\u2013490 use of organization confrontation meeting for, adapting appraisal process at Capital One content analysis, 133\u2013134 158, 298\u2013299 force-field analysis, 134\u2013135 Financial, 453\u2013455 Process consultation (PC), 174, 267\u2013268 Quality, 195 components of, 453\u2013455 (check the level) Fourteen Points and Seven Deadly Sins of, 385 goal setting, 41 at Christian Caring Homes, Inc., 271\u2013273 philosophy, need for managerial commitment model of, 440\u2013442 group interventions, 270 performance appraisal, 448\u2013452, 468 group process, 158, 266\u2013267 to, 201 reward systems, 440, 441, 452\u2013468 individual interventions, 268\u2013270 seven tools of, 387\u2013388 Performance management interventions, 502 principles to guide actions in, 267\u2013268 Quality circles, 11\u201313 Performance norms, in group-level diagnosis, results of, 273\u2013274 Quality control, 385 Process interventions, 270 Quality Control Handbook (Juran), 385 111\u2013112 Process mapping, 369 Quality Is Free (Crosby), 386 Personal characteristics, and individuallevel Process structure, 346\u2013349 Quality of work life (QWL), 7, 11\u201313, 376 advantages and disadvantages of, 348\u2013349 Quantitative tools, data analysis, 135\u2013142 diagnosis, 113 chart (figure 12.5), 347 difference tests, 140\u2013142 Personalization, in organizing knowledge, 592 Productivity, 10, 11\u201313 means, standard deviations, and frequency Personal management interview (PMI), 293 Product life cycle shifts, 531 Personnel policies, in HIOs, 393 Profile of Organizational Characteristics, 10 distributions, 135 Phased retirement, 490 Proposal(s) scattergrams and correlation coefficients, 135\u2013138 Piece-rate quotas, 460 elements of an effective (table 4.1), 78 Quasi-experimental research designs, 217 Planned change requests for submission of, 78 sample process, 83 R action research model, 24\u201326 Psychometric tests, 215 Random sample, 133 in an underorganized system, 36\u201339 Public school systems, 693\u2013703 Reaction, as evaluation criterion, 478 comparisons of change models, 27\u201328 collaborative vision, creating, 700 Realistic job preview, 487 conceptualization of, 40\u201341 Recession, global, 4 critique of, 40\u201342 Redesigning work system, SMO and, 669 degree of organization, 34\u201335 Reengineering, 159, 174, 364\u2013371 diagnosing, 29 different types of, 30\u201339 application stages, 365\u2013368 domestic vs. international settings, 35, 39 process, Honeywell IAC\u2019s TotalPlant, 369\u2013371 results from, 368\u2013371","SUBJECT INDEX 807 Refreezing step, in change process, 22 Sample selection, 133 outcomes of, 415 Reimbursement models, in health care industry, Sample size, 132 self-managed work teams, 415\u2013419 Sampling, 132\u2013133 Sony, 187 687 Scanlon plan, 463 Stakeholders Relevant client, determining, 77 Scattergrams, 138\u2013140 access of, in public-sector organizations, Research designs, 216\u2013221 samples (figures 6.3 and 6.4), 138, 139 708\u2013709 alpha change, 218 Search conferences, 6, 309, 312, 313, 381, 591. choosing relevant, 573\u2013574 beta change, 218 effect of transformational change on comparison unit, 217 See also Large-group interventions gamma change, 218 Self-design, 26 organization, 547 longitudinal measurement, 217 engaging between the first and second retreats, quasi-experimental change strategy, 580\u2013582 at Healthways Corporation, 583\u2013584 575 (table 9.3), 217 Self-designing organizations, 576\u2013582 in health care industry, restoring trust in and statistical analysis, 217 application stages, 579\u2013582 Resistance, to change, 183\u2013184 application stages of strategy for, 579\u2013582 among, 723 strategies for dealing with, 183\u2013184 design criteria, creating, 581 identifying key, 192 types of, 183\u2013184 designing, 581\u2013582 influencing, 192\u2013193 Restructuring, 159, 339 Healthways Corporation, 583\u2013584 steps in, 29 Carlsbad, California, Public Works Department implementing and assessing, 582 Standard deviations, 135 laying foundation, 580\u2013581 \u201cA Statement of Values and Ethics for (case study), 433\u2013434 self-design strategy, 580 increase of EAP use during, 512 turbulent environments, demands of, 576\u2013579 Professionals in Organization and Human stress related to, 490 Self-managed teams, 415\u2013419 System Development,\u201d 70\u201373 Retirement, phased, 490 application stages, 419\u2013420 Statistical analyses, 215, 217 Rewards, intrinsic, 225 developing self-managed teams at WI, inc, Statistical process control (SPC) techniques, 387 Reward systems, 174, 440, 441, 452\u2013468 Status quo, preserving, 181 availability, 457 421\u2013422 Steelworkers, 12 centralized, 456 model of (figure 14.3), 416 Steering committees, use of, in parallel structures, design features (table 15.2), 456 organization support systems, 417\u2013419 380 durability, 458 problems between managers and, 418\u2013419 Steinway\u2019s strategic orientation, 102\u2013104 focusing on increasing employee flexibility, 503 results of, 423\u2013424 Stewardship, 681 gain sharing systems, 462\u2013464 team process interventions, 417 Strategic alliance, 6, 616 hierarchical, 456\u2013457 team task design, 416\u2013417 Strategic alliance interventions, 616\u2013620 in HIOs, 393 Self-managed work teams, 160 alliance-building intervention between internal and external equity, 455\u2013456 assessment centers and, 487 Maharashtra Hybrid Seeds Company job-based vs. performance-based, 455 Self-management competence, needed in OD, 48, Limited (MAHYCO) and Monsanto, at Lands\u2019 End, revising, 465\u2013466 618\u2013620 performance 51 application stages, 616\u2013617 Self-organization, 624, 626 alliance operation and adjustment, 617 appraisal, as link between goal setting Sensing and calibration, 225 alliance strategy formulation, 616 processes and, 442 Sensing meetings, 129 alliance structuring and start-up, 617 Sensitivity training, 7 partner selection, 616\u2013617 based pay systems, 460\u2013462 September 11, 2001 attacks, 104. See also Strategic change, 281 contingency, 455, 458 Carlsbad, California, Public Works Department performance appraisal, as link between goal Terrorism (case study), 433\u2013434 Service orientation, 151 difference between transformational change and setting processes and, 160 Service quality concepts, 281 other types of, 529\u2013530. See also process issues regarding, 466\u2013467 Sexual orientation, and workplace diversity, Transformational change promotion systems, 464 managing, at Microsoft Canada, 553\u2013554 as reinforcement for new behaviors, 201, 225 501\u2013502 Strategic change interventions, 161\u2013162 reinforcement of EI with, 376 \u201cShining Star Awards,\u201d 654 and integrated strategic change, 161 rewards mix feature, 457 Single-loop learning, 588. See also Adaptive Strategic change process, criteria for an effective, security, 457 570 seniority, 457 learning; Double-loop learning Strategic direction skill-based pay systems, 458\u2013459 Site-based management, 696 statement of, 571\u2013573 structural and motivational features of, 455\u2013457 Six sigma, 385, 387\u2013388, 389 action plan, 572\u2013573 timeliness, 458 Six-sigma programs, 12 competitive logic, 572 value expectancy model, 457\u2013458 Skill-based pay systems, 458\u2013459 four elements of, 572\u2013573 visibility, 458 Skill training, 378 goals of, 572 Role clarification, 510 Skill variety, 113, 405\u2013406 organization, 572 Role conflict, 62 Small entrepreneurial start-ups, 742 Strategic interventions, 29, 171. See also Roles, 510 \u201cSmarter planet\u201d strategy, 666 Interventions ambiguity, reducing, 444 Social construction of reality, 26, 309 in family businesses, 723 of network members, 624 Social constructivism, 701 Strategic management work, as source of stress, 509 Socialization, effect on intervention of, 224 application changes Rucker plan, 463 Social movement organizations (SMOs), 670 exercising strategic choice, 551 Rumors, 183 Social needs, 426\u2013428 implementing plan, 552 Social turbulence, 704 performing strategic analysis, 550\u2013551 S Sociotechnical systems (STS) predominant paradigm in, 549 Sabbaticals, paid, 511 Salespeople, in networks, 625, 626 conceptual background, 414\u2013415 environmental relationship premise, 415 sociotechnical system premise, 414\u2013415","808 SUBJECT INDEX Strategic orientation Sustainable effectiveness, 659 applicability of, 282 alignment, 101 Agile organization designs, 664 categories (table 10.2), 285 design component, 98\u201399 features, 664\u2013667 checklist (table 10.1), 283\u2013284 inputs, 93 identities, 663\u2013664 facilitation of other OD interventions by, in integrated strategic change (ISC), 161 objectives, 661\u2013663 outputs of, 100 organizational identity, 663\u2013664 278\u2013281 of Steinway & Sons, 102\u2013104 figure 21.1, 663 manager\u2019s role in, 291\u2013292 strategies supporting, 661 oriented to group\u2019s operation and behavior, Strategic plan, 549 Strategies, 592 Sustainable management organizations (SMOs), 285\u2013286 659\u2013681. See also Interventions relevant to one or more individuals, 285 clarifying, 670 results of, 292\u2013293 codification, for organizing knowledge, 592 Agile organization designs, 664\u2013667 Team design components, diagnosis of, personalization, 592 features of, 664\u2013667 sustainable effectiveness, 661\u2013663 109\u2013111 Stratified sample, 133 application stages, 667\u2013670, 673\u2013674 Team Development Survey, 127 Strengths, weaknesses, opportunities, and threats changes, sequencing, 669\u2013670 Team functioning in groups, 111 Team leaders (SWOT) analyses, 572 redesigning work system, 669 Stress inoculation training, 508 design guidelines of, 660\u2013667 evaluation and reward systems for, 419 Stress management, 497, 504, 507\u2013510, 512, 513, goals of, 661\u2013663 leadership support systems, 419 implications of, 660 recruitment and selection, 418 514 Interface Carpets transformation to responsibilities of, 418 alleviating stressors and coping with stress, support systems for, 420 sustainability, 671\u2013672 training, 418\u2013419 510\u2013512 objectives, 661\u2013663 use of freed-up time by, 419 employee assistance programs (EAPs), 512 organizational identity, 663\u2013664 Team process interventions, 417 health facilities, 511\u2013512 Teams. See also Self-managed work teams role clarification, 510 building capabilities of, 668\u2013669 behaviors of, 201 supportive relationships, 511 identifying and redefining, 667 multidisciplinary, in process structure, 346 work leaves, 511 repurposing boards of directors, 667\u2013668 group interviews by self regulating work, diagnosis and awareness of stress and its causes, strategies supporting, 661 aggressiveness, 661 464 507\u2013510 breadth, 661 peer consulting, 479 charting stressors, 509 differentiation, 661 prevalence of, in high involvement health profiling, 510 Synergies individual differences, 509\u2013510 looking for, 610 organizations, 398 workplace stressors, 508\u2013509 unrealistic expectations of, 63 problem-solving, 146 Stretch goals, 442. See also Goal setting System, 10 in process-based structure, 346, 347\u2013349 Structural change System interventions, 723 top-management (at Ortiv Glass Corporation), combining survey feedback with, 145 Systems thinking, 589 institutionalizing, at Hewlett-Packard, 227\u2013228 110 Structural design, 159, 174, 184, 339\u2013340 T Team\u2019s task structure, 109 contingencies influencing (figure 12.1), 340 Tacit knowledge, 592 Teamwork, 187, 201, 370, 371 customer-centric Structure, 349\u2013353 Talent development divisional structure, 342\u2013344 cross-functional, 347 effects of, 183 career planning and development interventions, Teamwork for Employees and Management Act, functional structure, 340\u2013342 480\u2013493 matrix structure, 344\u2013346 384 network structure, 353\u2013356 application stages, 482\u2013490 Technical interdependence, 425\u2013426 process structure, 346\u2013349 goals, 481\u2013482 Technical resistance, 183 Structural interventions, 270 results, 493 Technical system, as job enrichment constraint, Structure, defined, 624 coaching and mentoring, 160, 474\u2013476 Structures, as features of agile organization, 665 application stages, 475 412 Subsistence economies, 167 coaching and mentoring, results, 476 Technical uncertainty, 425 Substance abuse, 720 goals, 474\u2013475 Technology costs to businesses of, 719\u2013720 Task control, 416\u2013417 Success factors, worldwide, 539 Task differentiation, 416 effect on workforce of, 738 Supervisory system, as job enrichment constraint, Task environment, 96\u201397 rapid changes in, 531 Task force, 492, 503, 578\u2013579, 583\u2013584 trends influencing OD, 735,739\u2013740 413 Task identity, 127, 405\u2013406 Technostructural interventions, 159\u2013160, 339\u2013371, Supportive relationships, to alleviate stress, 511 Tasks. See also Jobs Survey feedback, 7. See also Feedback combining, in job enrichment, 408 590\u2013591. See also Work design differentiation of, in self-managed work team, downsizing, 356\u2013363, 366 data, problem solving with, 142\u2013143 reengineering, 159, 364\u2013371 five steps of, 145\u2013148, 147 416\u2013417 structural design, 159, 339\u2013356 limitations of, 152 identity of, in job enrichment, 408 Telecommuting, 5, 503 and organizational dependencies, 148 skill variety, 405\u2013406 Terrorism, 5, 359, 704 and planned change at Cambia health solutions, Task significance, 113, 405\u2013406 Texas Instruments, 14 Task structure, in group-level diagnosis, 109 T-groups, 7 149\u2013152 Team building, 8, 153, 158, 159, 174, 277\u2013278, Theories in use, 589 results of, 148, 152\u2013154 consequences of, 589\u2013590 session, planning for, 146 292\u2013293 dialogue approach, 589 Survey of Organizations, 127 activities, 281, 292 discovering, 589\u2013590 Sustainability friendly, 664 affecting group\u2019s relationship with rest of invent and produce more effective, 590\u2013592 ladder of inference, 590, 591 organization, 286 left-hand, right-hand column technique, 590 Theory Z (Ouchi), 12, 552","SUBJECT INDEX 809 Therapy, confusion of coaching with, 474 role of envisioning, energizing, and enabling in, United Nations Third-party interventions, 158, 174, 274\u2013277 531\u2013532 Conference on Environment and Development, 672 episodic model of conflict, 275\u2013276 role of executives and line management in, Food and Agriculture Organization, 677 facilitating conflict resolution process, 276\u2013277 531\u2013532 360-degree feedback, 450 The United Nations\u2019 Human Development Top management, 110 senior executives and line management, Programs, 167 Total quality management (TQM), 12, 159, 174, 531\u2013532 Unobtrusive measures, 131\u2013132 375, 385\u2013390, 711 significant learning, 533\u2013534 application stages, 387\u2013390 systemic and revolutionary, 532\u2013533 V awards for, 386 triggered by environmental and internal Valid information, 163 evolution of, 390 Value consensus, 226 historical background, 385\u2013387 disruptions, 530\u2013531 Value expectancy model, of reward system, implementation senior managers\u2019 role in, 387 Transition management, 1, 193\u2013197, 198\u2013199 measurement of output variations using, 388 457\u2013458 popularity in United States of, 385 activity planning, 196 Values, 60\u201361 of progress of, 389 change-management structures, 196 results of, 390 commitment planning, 196 building GSCO, 674\u2013675 rewards for accomplishments using, 412\u2013413 in the HP-Compaq acquisition, 198\u2013199 conference used in change process, 189\u2013191 at Ritz-Carlton, 391\u2013392 Transition state, 195, 719 core, 186\u2013187 in state government agencies, 386 Transnational design, 545\u2013546 culture and, in workforce diversity, 502\u2013503 training requirements for, 412\u2013413 Transorganizational change, 605\u2013635 differences of, in public- and private sector Trade-offs building alliance relationships, 618\u2013620 cost-benefit, of alliances, 616 mergers and acquisitions, 162, 607\u2013615 organizations, 705\u2013707 involving change agents, 681 network interventions, 620\u2013631 dilemmas caused by competing, 557 in networks, 621, 626 of family business system model, 716\u2013719 Traditional jobs, 425, 429 creating network, 621\u2013623 in Model I learning, 586\u2013587 defined, 403 managing network change, 624\u2013626 of organization culture, 556\u2013557 defined, 403 planning the United\u2013continental merger, organization customs and cultural, 165 Traditional work groups, 425, 429 underlying Model II learning, 587, 591 comparison between self-managed teams and, 613\u2013615 Vertical alignment, in MBO process, 448 strategic alliance interventions, 616\u2013620 Vertical disaggregation, 355 424 Vertical linakages, GSCOS and, 674\u2013676 defined, 403 application stages, 616\u2013617 Vertical loading, in job enrichment, 407, 409 defined, 403 alliance operation and adjustment, 617 Vertical market network, 354 Training alliance strategy formulation, 616 Vision in HIOs, 393 alliance structuring and start-up, 617 formulation of clear strategic, for effective for managers dealing with workplace disability partner selection, 616\u2013617 transorganizational rationale, 606\u2013607 cultural change, 559 factors, 502 Transorganizational development, 676 Vision creation, 181, 184\u2013186 sensitivity, 7 Transorganizational rationale, 606\u2013607 Transformational change, 529\u2013530 Transorganizational systems (TSs), 607 for building GSCO values, 674\u2013675 characteristics of, 530 Transorganization development, 621 exercises, 317 competing values approach, 557 Alaska Health Workforce Coalition (AHWC), for M&As, 609\u2013610 components of, 555 627\u2013631 of preferred future, 23 culture change, 161, 552 application stages for (figure 20.1), 622 at Premier, 189\u2013191 Triple bottom line, 745 as purpose and reason for change, 181 deep assumptions approach, 557\u2013558 Trust defining and diagnosing, 552, 555\u2013558 alliances and, 617 W at IBM, 561\u2013562 establishing, 129 Wealth disruptions causing, 530\u2013531 restoring, in and among stakeholders in health environmental and internal disruptions, care industry, 723 corporate strategies and concentration of, 734 Trust level, 700 emerging economies and concentration of, 737 530\u2013531 Turbulent environments, demands of, 576\u2013579 globalization and increasing concentration of, executive leadership of, 531 Turnover rates integrated strategic change, 548\u2013552 effect of skill-based pay on, 458\u2013459 737 high costs of, 481 \u201cWe Are Here Awards,\u201d 654 process, 549\u2013550 positive effect of EAPs on, 512 Web sites, 357\u2013385 management processes and, 535 Type A behavior patterns, 509 Women, career development preferences of, 481 managing strategic change at Microsoft Canada, Type B behavior patterns, 509 Work councils, 393 Work design, 174, 277, 403\u2013429. See also 553\u2013554 U multiple stakeholders and, 532 \u201cThe Undercover Change Agent,\u201d 62 Employee Involvement (EI) new organizing paradigm, 533\u2013534 Unfreezing step, in change process, 22 combining survey feedback with, 145 new organizing paradigm demanded by, 533 Union Carbide, 8 effort, sanctioning, 419 organization design(s), 161, 534\u2013548 Union-management engineering approach, 404, 425 generating appropriate, 419 basic design alternatives, 535\u2013537 cooperative projects, 384. See also Quality implementing and evaluating, 420 characteristics, 540 circles meeting both technical and personal needs, conceptual framework, 534\u2013535 at Deere & Company, 538\u2013539 Unions, 77, 310. See also Union-management 428\u2013429 model, 534 cooperative projects involving, 376\u2013377, 379 motivational approach, 405\u2013414 worldwide organization design, 537, as force for change promotion, 224 need for continual change and improvement, organizations with, handling of salary data at, 539\u2013541, 545\u2013546 467 420 personal-need factors, 426\u2013428","810 SUBJECT INDEX Work design (continued) dimensions and interventions, 407 sexual orientation factors, 501\u2013502 sociotechnical systems (STS) approach, 414\u2013424 employee stress and wellness intervention Working with others (WWO), 370\u2013372, 396\u2013398 specifying support systems, 420 Work leaves, 511 technical and personal factors affecting, applications stages, 507\u2013512 Work-life balance 425\u2013429 goals, 504, 506\u2013507 technical factors, 425\u2013426 results of stress management and wellness desire for, 486 that optimizes personal needs (figure 14.5), 427 employee benefits at HealthCo (case study), that optimizes technology (figure 14.4), 426 interventions, 513 transformational change and, 535 employee stress and wellness interventions, 161, 519\u2013522 interventions, 490 Workforce 504 Work systems aging of U.S., 485, 689\u2013690 Johnson & Johnson\u2019s health and wellness as features of agile organization, 664\u2013665 changes affecting, 738\u2013739 redesigning, 669 downsizing, and rise of contingent, 358 program, 514\u2013515 World War II, 385 effect of technology on, 738 managing diversity, framework for, 498 use of engineering approach to job design flexibility, skill-based pay and, 458\u2013459 workforce diversity interventions, 407 goal, 477 following, 404 immigrants entering, 499 application stages, 499\u2013503 Worldwide organization design alternatives, 537, need for committed and involved, 404 goals, 498\u2013499 need for involvement of, for change, 418 results for diversity interventions, 503\u2013504 539\u2013541, 545\u2013546 reduction in airline industry, 359 Workforce diversity interventions, 497\u2013504 design characteristics, 540 shortages, in health care industry, 689\u2013690 age factors, 499 figure 18.2, 539 aligning strategy and diversity at L\u2019or\u00e9al, global design, 541 Workforce diversity and wellness, managing, 407 international design, 539\u2013540 aligning strategy and diversity at L\u2019or\u00e9al, 505\u2013506 multinational design, 541, 545 505\u2013506 culture and values factors, 502\u2013503 table 18.2, 540 disability factors, 502 transnational design, 545\u2013546 gender factors, 500\u2013501 Worldwide success factors, 539 race and ethnicity factors, 501 results for, 503\u2013504"]