Many managers and organizational leaders face shrinking budgets, growing competition, and changing organizational
alliances and missions A bewildering array of new technologies and management techniques offer help in handling
these challenges. To respond effectively and avoid wasting resources, decision makers need to diagnose organizational
conditions, plan changes carefully, and apply appropriate technologies and management techniques.
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.
Features/Benefits
Models for framing diagnostic problems, identifying underlying conditions, and providing feedback
Methods for gathering and analyzing diagnostic data
Processes for working on a diagnosis with clients and other members of an organization
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.
Professors of research methods across the social sciences will find Diagnosing Organizations, Third Edition an
invaluable text for their courses. The second edition was widely adopted in departments of Management, Public Health,
Nursing, Education, Public Administration, Psychology, Criminal Justice, and many others.
Table of Contents
Diagnosis : approaches and methods
p. 1
Open systems models
p. 27
Assessing individual and group behavior
p. 55
System fits and organizational politics
p. 77
Environmental relations
p. 105
Challenges and dilemmas of diagnosis
p. 121
General orientation interview
p. 137
Instruments for diagnosis and assessment
p. 143
A guide to diagnosing behavior during meetings
p. 147
Resources for developing expertise in diagnosis
p. 151
Table of Contents provided by Blackwell. All Rights Reserved.