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Changing Organizations
Practicing Action Training and Research
Other Titles in:
American Government and Politics
American Government and Politics
April 1998 | 312 pages | SAGE Publications, Inc
The `Action Training and Research' method of organizational development, pioneered by Neely Gardner in the 1960's, has become a classic methodology in public administration. The authors have presented the power of Gardner's work in the form of a training manual that takes account of modern practice and scholarly thought.
Changing Organizations addresses key current concerns including: how to change hierarchically structured public organizations whose management is rigidly vested in the status quo; the changeover to participative management; and the devolution of management power in the organization to promote innovation, adaptation to customers' changing needs, efficiency as well as clear-headed and practical decision making.
Frank Sherwood
Foreword
PART ONE: HISTORY AND THEORY OF ACTION TRAINING AND RESEARCH
Background on Development
Action Research in the Study of Organization and Management
The Action Training and Research Cycle for Changing Organizations
PART TWO: AT&R AS A METHOD FOR DEVELOPING CHANGING ORGANIZATIONS: A GUIDE FOR PRACTITIONERS AND PARTICIPANTS
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Stage 6
Stage 7
Stage 8
Stage 9
Stage 10
Stage 11
Stage 12