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Changing Organizations
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Changing Organizations
Practicing Action Training and Research



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
Orientation

 
 
Stage 2
Contract Setting

 
 
Stage 3
Reconnaissance, Exploring the Issues

 
 
Stage 4
Identifying Problems and Opportunities

 
 
Stage 5
Aspirations

 
 
Stage 6
Action Options

 
 
Stage 7
Experimentation

 
 
Stage 8
Experiment Results Analysis

 
 
Stage 9
Program Design

 
 
Stage 10
Implementation

 
 
Stage 11
Program Evaluation

 
 
Stage 12
Re-Cycle

 

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