000			02870nam a2200265uu 4500
001			5052016102411
003			OSt
005			20220124181355.0
008			050520s1988 xx ||||g| |0|| 0 eng d
020			_a0201067366
090			_a2.01 _bS319p
100	1		_914675 _aSchein, Edgar H.
245	1	0	_aProcess consultation : _bits role in organization development
250			_a2 ed
260			_aNew York : _bAddison-Wesley, _cc1988
490	0		_aOn organization development
500			_aInclui bibliografia
505	8	0	_tPart I - Process consultation defined _t1. What is process consultation? _tModels of consultation _tProcess consultation defined _tPart II - Human processes and how to intervene in them _t2. Human processes in organizations: an overview _tStructure versus processes: a historical note _t3. Communication processes _tWho communicates? How often? For how long? _tWho talks after whom? Who interrupts whon? _tCommunication style _tGestural communication (kinesics) _tLevels of communication _t4. The process of building and maintaining a group _t5. Group problem solving and decision making _tProblem solving _tGroup decision making _tA final thought _t6. Group growth and development: norms and culture _tGroup growth _t7. Leading and influencing _tSources of power or bases of legitimacy _tLeadership and decision-making style _t8. Appraising performance and giving feedback _tWhy are people and their performance appraised? _tWhat is appraisal? _tWhat is appraised? _tGiving and receiving performance feedback _tGiving feedback: problems, pitfalls, and guidelines _tProcess consultation as feedback management _t9. Intergroup processes _tStudying intergroup processes _tOther organizational processes _tPart III - The consulting process in action _t10. Establishing contact and defining a relationship _tInitial contact with the client _tThe exploratory meeting _tThe psychological contract _t11. Settings and methods of work _tThe seeting _tMethod of work _t12. Diagnostic interventions _tGathering data through diagnostic interventions _t13. Influencing process through confrontive interventions: agenda management _tDeliberately altering process through confrontive intervention _tAgenda-managing interventions _t14. Confronting through the use of feedback _tFeedback of observations or other data to groups _tFeedback to individuals _t15. Coaching, counseling, and structural suggestions _tCoaching or counseling _tStructural suggestions _t16. Evaluation of results and disengagement _tValues to be changed through process consultation _tSkills to be learned _t17. Process consultation in perspective _tWhy process consultation? _tDoes process conusultation have analogues?
650		4	_aOrganizações _914405
650		4	_aDesenvolvimento Organizacional _912229
650		4	_aConsultoria _913032
942			_cG
998			_a20050520 _b1610^b _cGrazielle
998			_a20050714 _b1459^b _cIsabel
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c13085 _d13085
041			_aeng