Human resource strategies for organization development include team-building methods to improve communication and reduce interpersonal conflict among university administrators. London describes the formation of a team of top administrators who focus on how to resolve conflict, develop employees, and involve them in decision making. The book considers performance problems such as marginal performance and abusive managers. It describes methods for enhancing attention to employee development through appraisal and feedback. New techniques such as the ratingless appraisal and 360 degree feedback are covered. Overall, it shows how to maintain and enhance organizational vitality in an environment of tight resources and external pressures.
MANUEL LONDON is Professor and Director of the Center for Human Resource Management, Harriman School for Management and Policy at the State University of New York, Stony Brook.
Preface An Introduction to University Transition Directions for Change Leadership Roles in a Changing Environment: The Roles of President and Deputy to the President The Human Resource Function as Change Agent Setting the Course Planning and Goal-Setting Processes Strategic Mechanisms: Financial, Enrollment, and Capital Facilities Planning Processes Achieving Performance Excellence: Interventions for Change Promoting Organization Effectiveness: Performance Management, Internal Audit, and the Administrative Review Process Assessing Service Quality Strategies for Organization Development Building Teams Human Resource Development Performance Appraisal and Survey Feedback Managing Problem Employees Conclusion: Developing a Culture of Continuous Learning and Improvement References Index