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Books on the topic 'Organizational Capacity for Change (OCC)'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Rist, Ray C. Influencing change: Evaluation and capacity building. World Bank, 2011.

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1948-, Webster Douglas W., ed. Chasing change: Building organizational capacity in a turbulent environment. John Wiley & Sons, 2009.

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3

Siddiqi, Kashif. Capacity assessment report information technology department government of Balochistan. Governnment of Balochistan, 2008.

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4

Rist, Ray C., Frédéric Martin, and Marie-Helene Boily. Influencing change: Building evaluation capacity to strengthen governance. World Bank, 2011.

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5

Navigating the organizational lifecycle: A capacity-building guide for nonprofit leaders. BoardSource, 2006.

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6

1973-, Sherman Anne, ed. Building nonprofit capacity: A guide to managing change through organizational lifecycles. Jossey-Bass, 2012.

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7

Making change happen one person at a time: Assessing change capacity within your organization. AMACOM, 2001.

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8

Bangura, Yusuf. Public sector restructuring: The institutional and social effects of fiscal, managerial and capacity-building reforms. UNRISD, 2000.

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9

Hinrichs, Gina. Large scale change for non-profits: A playbook for social sector capacity building. Information Age Publishing Inc., 2015.

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10

W, Young Doyle, ed. The ever-changing organization: Creating the capacity for continuous change, learning, and improvement. St. Lucie Press, 2000.

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11

Pieters, Gerald R. The ever-changing organization: Creating the capacity for continuous change, learning and improvement. St. Lucie Press, 2000.

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12

Innovation in the public sector: Linking capacity and leadership. Palgrave Macmillan, 2011.

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13

Hemmelgarn, Anthony L., and Charles Glisson. Introducing the ARC Organizational Strategies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.003.0004.

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This chapter describes the ARC model of three core strategies for developing effective human service organizations. These include (1) embedding guiding organizational principles, (2) providing organizational component tools for identifying and addressing service barriers, and (3) developing shared mental models. ARC’s strategies provide the tools and the reasoning to guide behaviors and processes among organizational members that ensure improved service quality and outcomes. These strategies are reviewed as part of ARC’s orchestrated and structured process to improve OSC (i.e., the cultures an

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14

Webster, Douglas W., and Bob Thames. Chasing Change: Building Organizational Capacity in a Turbulent Environment. Wiley & Sons, Incorporated, John, 2008.

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15

Webster, Douglas W., and Bob Thames. Chasing Change: Building Organizational Capacity in a Turbulent Environment. Wiley & Sons, Incorporated, John, 2009.

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16

Webster, Douglas W., and Bob Thames. Chasing Change: Building Organizational Capacity in a Turbulent Environment. Wiley & Sons, Incorporated, John, 2009.

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17

Ashkenas, Ron, and Robert H. Schaffer. Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change. Wiley & Sons, Incorporated, John, 2007.

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18

Ashkenas, Ron, and Robert H. Schaffer. Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change. Wiley & Sons, Incorporated, John, 2011.

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19

Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change. Jossey-Bass, 2005.

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20

author, Johnson Matt 1986, ed. Capacity: Create laser focus, boundless energy, and an unstoppable drive in any organization. 2018.

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21

Bennett, John L. Leading the Edge of Change : Building Individual and Organizational Capacity for the Evolving Nature of Change. Paw Print Press (NC), 2000.

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22

Capacity Building and Development: Perspectives, Opportunities and Challenges. Nova Science Pub Inc, 2013.

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23

D, Horton, International Service for National Agricultural Research., International Development Research Centre (Canada), and Technical Centre for Agricultural and Rural Cooperation (Ede, Netherlands), eds. Evaluating capacity development: Experiences from research and development organizations around the world. ISNAR, 2003.

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24

Horton, D. Evaluating Capacity Development: Experiences from Research and Development Organizations Around the World. Isnar International Service for National Agri, 2003.

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25

Sherman, Anne, and John Brothers. Building Nonprofit Capacity: A Guide to Managing Change Through Organizational Lifecycles. Wiley & Sons, Incorporated, John, 2011.

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26

Sherman, Anne, and John Brothers. Building Nonprofit Capacity: A Guide to Managing Change Through Organizational Lifecycles. Wiley & Sons, Incorporated, John, 2011.

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27

Sherman, Anne, and John Brothers. Building Nonprofit Capacity: A Guide to Managing Change Through Organizational Lifecycles. Wiley & Sons, Incorporated, John, 2011.

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28

L, Nilsen Kristine, Ceperley Patricia E, and Educational Resources Information Center (U.S.), eds. Evaluation of a high-need school district's organizational capacity for change. AEL, Inc., 2000.

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29

Creating Instructional Capacity: A Framework for Creating Academic Press. Corwin Press, 2015.

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30

Appreciative Inquiry: A Positive Approach to Building Cooperative Capacity. Taos Institute Publications, 2005.

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31

1942-, Thomas Richard, ed. Management development in Poland: Building management training capacity with foreign partnerships. Ashgate, 1998.

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32

Action research and organizational capacity building: Journeys of change in southern think tanks. Sang-e-Meel Publications, 2014.

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33

Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem

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34

Pieters, Gerald R., and Doyle W. Young. The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement. CRC, 1999.

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35

McMurray, Janice K. Building capacity for systemic change: Episodes of learning in the first year of a grant-funded change project at a land grant university. 1997.

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36

Germany), Bertelsmann Stiftung (Gütersloh, ed. Sustainable governance indicators 2009: Policy performance and executive capacity in the OECD. Bertelsmann Stiftung, 2009.

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37

Germany), Bertelsmann Stiftung (Gütersloh, ed. Sustainable governance indicators 2009: Policy performance and executive capacity in the OECD. Bertelsmann Stiftung, 2009.

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38

(Editor), Dennis A. Rondinelli, and G. Shabbir Cheema (Editor), eds. Reinventing Government for the Twenty-First Century: State Capacity in a Globalizing Society. Kumarian Press, 2003.

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39

Smith, Alexis, and Shalei Simms. Impact on Organizations. Edited by Adrienne J. Colella and Eden B. King. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199363643.013.25.

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This chapter examines the organizational impact of discrimination. Through its effect on organizational personnel processes, unfair discrimination has far-reaching and long-lasting impact on individuals, groups, and the organization as a whole. The chapter reviews the multiple ways that discrimination can infect human resource practices and policies, which in turn negatively impacts organizational outcomes such as applicant attraction, employee well-being and retention, group and organizational performance, and firm reputation. It then turns to the role of organizational climate for diversity,

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40

Reinecke, Juliane, Roy Suddaby, Ann Langley, and Haridimos Tsoukas, eds. Time, Temporality, and History in Process Organization Studies. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198870715.001.0001.

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Process studies of organizations focus attention on how and why organizational actions and structures emerge, develop, grow or terminate over time. Time, timing, and temporality, are inherent to organizational process studies, yet time remains an under-theorized construct that has struggled to move beyond chronological conceptions of “clock” time. Missing from this linear view are ongoing debates about objectivity versus subjectivity in the experience of time, linear versus alternative structures of time, or an appreciation of collective or culturally determined inferences of temporality. This

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41

Clark, Gordon L., and Ashby H. B. Monk. Cooperation and Collaboration. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198793212.003.0010.

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Chapter 10 explains how and why new modes of cooperation and collaboration between, rather than within, institutions have become important. It summarizes the distinctive attributes of the global financial services industry. Critically, it looks at the value of cooperation and collaboration as a means of giving senior managers opportunities to adapt or extend the capacities of their institutions in a changing environment. This characterization of cooperation and collaboration is applied to the design of investment platforms bringing together financial institutions across space and time to inves

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