000 02333cam a2200325 i 4500
999 _c90259
_d90259
005 20250424155915.0
008 250424b ||||| |||| 00| 0 eng d
010 _a 2023025066
020 _a9781071876206
_q(paperback ;
_qalk. paper)
020 _z9781071876220
_q(epub)
040 _aDLC
_beng
_erda
_cDLC
_dDLC
041 _aeng
042 _apcc
050 0 0 _aHD58.8
_b.A68144 2023
082 0 0 _a658.4/06
_223/eng/20250424
100 1 _aAnderson, Donald L.,
_d1971-
_eauthor.
245 1 0 _aOrganization development :
_bthe process of leading organizational change /
_cDonald L. Anderson, University of Denver.
250 _aSixth edition.
264 1 _aLos Angeles :
_bSage,
_c[2024]
300 _axxi, 491 pages ;
_c26 cm
336 _atext
_btxt
_2rdacontent
337 _aunmediated
_bn
_2rdamedia
338 _avolume
_bnc
_2rdacarrier
504 _aIncludes bibliographical references (pages 439-464) and index.
520 _a"The world of work has changed dramatically in the last several years. The COVID- 19 pandemic drove many white-collar workers to remote work, increased stress for front line workers in health care settings, and shuttered businesses such as restaurants and theaters. Well-being, work-life integration, and mental health became integral to conversations about the employee experience as family, financial, and health stresses took their toll. COVID accelerated strategic organizational change, as manufacturing companies pivoted to making ventilators and distilleries made hand sanitizer. The murders of George Floyd and too many other victims highlighted overdue discussions about social and racial justice, and many employees and customers demanded that organizations explicitly discuss diversity, equity, and inclusion practices at work. The "Great Resignation" of 2021-2022 demonstrated, in part, how employees were willing to vote with their feet to find jobs with better working conditions that they found more fulfilling, where they could grow and develop and make a contribution, and where they found work that matched their personal values"--
_cProvided by publisher.
650 0 _aOrganizational change.
906 _a7
_bcbc
_corignew
_d1
_eecip
_f20
_gy-gencatlg
942 _2ddc
_cBK