Major theories of organisational development (OD) and how these are applied in practice, especially in the context of southern Africa. Introduces the dynamic new onion model, which graphically outlines the concentric processes of OD. Provides case studies to illustrate practical implications of OD. Aimed and academics and OD practitioners. Contents include the following:
PART 1: CURRENT REALITIES
Chapter 1: Introduction
Chapter 2: Defining organisational development
Chapter 3: Models and models
PART 2: THE CHANGING ENVIRONMENT
Chapter 4: Contemporary theories
Chapter 5: The changing context
Chapter 6: New Era organisations
Chapter 7: Beyond bureaucracy
Chapter 8: The African context
Chapter 9: What’s in a name?
Chapter 10: The management of diversity
PART 3: THE EVOLVING PARADIGM
Chapter 11: Gearing managers for the New Millennium
Chapter 12: A knowledge management approach
Chapter 13: The balanced scorecard
PART 4: CASE STUDIES
Chapter 14: Study 1: Organisation culture and change in a public sector organisation
Chapter 15: Study 2: Improving employees’ thinking skills in the mining industry: An example of an organisational development intervention
Chapter 16: Study 3: A case study of a private sector organisation in Zimbabwe undergoing continuous change
PART 5: OVERVIEW
Chapter 17: The New Era
