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Informationen zum Autor Michael I. Harrison, Ph.D , is a Senior Social Scientist in the Center for Delivery, Organization, and Markets at the Agency for Healthcare Research and Quality (AHRQ). He leads Agency activities in Health System Design, manages and contributes to research in delivery systems across the United States, and conducts research on organizational improvement and implementation of system change. His publications include papers in leading health services research journals, Diagnosing Organizations: Methods, Models, and Processes (Sage, 2005), and Implementing Change in Health Systems: Market Reforms in the United Kingdom, Sweden, and the Netherlands (SAGE, 2004). He has given presentations and led workshops at scientific and professional conferences throughout the United States and Europe.Dr. Harrison holds a Ph.D. in Sociology from the University of Michigan. He was previously a faculty member at the State University of New York (SUNY), Stony Brook, and at Bar Ilan University in Israel; a visiting professor at Boston College and Haifa University; and a visiting scholar at Brandeis University, Georgetown University, Harvard Business School, and the Nordic School of Public Health. Klappentext The Third Edition of the bestselling Diagnosing Organizations shows how consultants and applied researchers can help decision makers quickly and flexibly diagnose problems and challenges and decide how to deal with them. This thoroughly revised edition can help practitioners of diagnosis directly address concerns that are critical to clients, rather than just provide feedback on current conditions and operations. In an authoritative yet readable fashion, author Michael I. Harrison presents updated treatments of the uses of diagnosis, evaluating organizational effectiveness, improving team performance, planning organization redesign projects, and assessing organization-environment relations and competitive strategy. Also treated are the politics of change management, professional dilemmas, and ethical issues confronting practitioners. Zusammenfassung How can organizations handle the opportunities and threats posed by rapidly changing markets and external conditions? How can they improve their overall effectiveness? The Third Edition of Diagnosing Organizations contains up-to-date treatments of techniques and models for diagnosing how organizations deal with challenges like these. Inhaltsverzeichnis Preface 1. Diagnosis: Approaches and Methods Uses of Diagnosis Three Keys to Successful Diagnosis Diagnosis in Turbulent Times Conclusion and Plan of the Book Exercise 2. Open Systems Models Using the Open Systems Approach Gathering and Analyzing Data Assessing Effectiveness Assessing Feasibility of Change and Choosing Appropriate Interventions Exercises 3. Assessing Individual and Group Behavior Model for Diagnosing Individual and Group Behavior Action Model for Group Task Performance Diagnostic Methods and Procedures Exercises 4. System Fits and Organizational Politics Diagnosing System Fits Emergent Behavior and Culture Versus Official Mandates Assessing the Impacts of Fits and Gaps Power and Politics Exercises 5. Environmental Relations Guidelines for Diagnosis Diagnostic Methods Exercises 6. Challenges and Dilemmas of Diagnosis The Goals Dilemma The Politics Dilemma The Professionalism Dilemma Conclusion Conclusion Appendix A: General Orientation Interview Appendix B: Instruments for Diagnosis and Assessment Appendix C: A Guide to Diagnosing Behavior During Meetings Appendix D: Resources for Developing Expertise in Diagnosis References Index About the Author ...
