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
Action training and research method of organizational development is a classic in public administration. Authors have assembled Neely Gardner's work in the form of a training manual, updating and putting it in the context of modern practice and scholarly thought.
Foreword - Frank SherwoodPART ONE: HISTORY AND THEORY OF ACTION TRAINING AND RESEARCHBackground on DevelopmentAction Research in the Study of Organization and ManagementThe Action Training and Research Cycle for Changing OrganizationsPART TWO: AT&R AS A METHOD FOR DEVELOPING CHANGING ORGANIZATIONS: A GUIDE FOR PRACTITIONERS AND PARTICIPANTSStage 1 OrientationStage 2 Contract SettingStage 3 Reconnaissance, Exploring the IssuesStage 4 Identifying Problems and OpportunitiesStage 5 AspirationsStage 6 Action OptionsStage 7 ExperimentationStage 8 Experiment Results AnalysisStage 9 Program DesignStage 10 ImplementationStage 11 Program EvaluationStage 12 Re-Cycle