组织的变革与发展英文版第六章

6-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Organization Development and Change,Thomas G. Cummings,Christopher G. Worley,Chapter Six:,Diagnosing Groups and Jobs,1,Learning Objectivesfor Chapter Six,To clarify the concepts of group and job level diagnosis,To define diagnosis and to explain how the diagnostic process discovers the underlying causes of problems at the group and job level of analysis,To present an open systems diagnostic model for group and job levels,2,Goal Clarity,Task Group,Structure Functioning,Group Performance,Composition Norms,Group-Level Diagnostic Model,Inputs,Design Components,Outputs,Organization,Design,Group,Effectiveness,3,Group-Level Design Components,Goal Clarity,extent to which group understands its objectives,Task Structure,the way the groups work is designed,Team Functioning,the quality of group dynamics among members,Group Composition,the characteristics of group members,Performance Norms,the unwritten rules that govern behavior,4,Group-Level Outputs,Product or Service Quality,Productivity,e.g., cost/member, number of decisions,Team Cohesiveness,e.g., commitment to group and organization,Work Satisfaction,5,Skill Variety,Task,Identity Autonomy,Task Feedback,Significance about Results,Individual-Level Diagnostic Model,Inputs,Design Components,Outputs,Organization,Design,Group Design,Personal,Traits,Individual,Effectiveness,6,