Organization Development and Change

Chapter One: Introduction to Organization Click to edit Master subtitle style Development

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Introduction to OD
OD a process - behavioral science knowledge and practice to help organizational building the capacity to change and achieve greater effectiveness. OD differs with other Planned Change Planned change such as technological innovations (or) new product development

It focused on the organisational ability to assess its current functioning and to achieve its goals.

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OD is oriented to improving the total systemthe organisation and its part in the context of the larger environment that affects them. Examples of OD 1.Team Building with top corporate management 2.Structural changes in organisation 3.Job enrichment in manufacturing organisation Study of OD 1.Effects of change 2.Methods of Organisational Changes 3.factors influencing OD success

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Characteristics of OD
1.OD applies-changes in the strategy, structure, and process of entire system. 2.OD is based -application of OB knowledge & practice, like leadership, group dynamics, work design etc 3.OD concerned with managing planned change like technology innovation 4.OD involves both the creation and subsequent reinforcement of change. 5.OD oriented to improving organisational effectiveness. Two aspects 1.effective organisation is able to solve its own problems. 2.effective organisation high performance, quality concern etc

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Relevance of OD
1.Globalisation :-Environments which organisation operates & function, like New governments, new-Leadership, new markets and new countries. 2.IT:- which redefined traditional business model by changing how work is preferred. 3.Managerisl Innovation:-combination of globalisation and IT trends impact on organisation such as strategic alliances, virtual corporations, networks,reengineering,..etc.

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Learning Objectives for Chapter One

To provide a definition of Organization Development (OD) To distinguish OD and planned change from other forms of organization change To describe the historical development of OD To provide an outline of the book

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Burkes Definition of OD

OD is a planned process of change in an organizations culture through the utilization of behavioral science technology, research, and theory.

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Frenchs Definition of OD

OD refers to a long-range effort to improve an organizations problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.

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Beckhards Definition of OD

OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations processes, using behavioral science knowledge.

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Beers Definition of OD OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) enhancing congruence between organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organizations self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioral science theory, research, and technology.

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Organization Development is...

a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

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Five Stems of OD Practice

L a b o A r ct a io t n o R r e y s T e r a ai r n c i h n / g S u r 1950 v e y

Current Practice

N o r m a ti v e A p p r 1960 o a c

Q u al it y S o tr f a W 1970 1980 1990 te o g r Cummings & Worley, 8e ic k (c)2005

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Today

Laboratory Training
1.Laboratary training :learn from their own interactions and evolving dynamics such as interpersonal relations, personal growth, leadership, and group dynamics. Advantages 1.Rich learning experience about group feed back 2.Process of group building had potential for learning transfer to back home situations

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2.Action Research & Survey Feed back Background:3.Normative Background:The inputs from laboratory training and research method fallowed closely that human relations approach. 4.Quality-of-Work life:Employee involvement, TQM &Six-sigma, etc 5.Strategic Change:Improving the alignment among environment, strategy, Organisation design.

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Part I: Overview of the Book

The Nature of Planned Change The OD Practitioner (Chapter 2) (Chapter 3)

Part II: The Process of Organization Development

Entering & Diagnosing Contracting Organizations (Chapter 4) (Chapter 5)

Diagnosing Collecting Groups & Jobs Diagnostic (Chapter 6) Information (Chapter 7)

Feeding Back Designing OD Leading and Evaluating & Diagnostic Data Interventions Managing Institutionalizing (Chapter 8) (Chapter 9) Change Change (Chapter 10) (Chapter 11)

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Part III: Human Process Interventions Individual, Interpersonal, & Group Process Approaches (Chapter 12) Organization Process Approaches (Chapter 13)

Part IV: Technostructural Interventions Restructuring Organizations (Chapter 14) Employee Involvement (Chapter 15) Work Design (Chapter 16)

Part V: Human Resources Management Interventions Performance Management (Chapter 17) Developing and Assisting Members (Chapter 18)

Part VI: Strategic Interventions Competitive and Collaborative Strategies (Chapter 19) Organization Transformation (Chapter 20)

Part VII: Special Topics in Organization Development Organization Development OD in Nonindustrial Future Directions in Global Settings Settings in OD (Chapter 21) (Chapter 22) (Chapter 23)
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