Organization Development and Change Chapter One Introduction to

Organization Development and Change Chapter One: Introduction to Organization Development Thomas G. Cummings Christopher G. Worley Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 1 -

Learning Objectives for Chapter One n To provide a definition of Organization Development (OD) n To distinguish OD and planned change from other forms of organization change n To describe the historical development of OD n To provide an outline of the book Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 2

Burke’s Definition of OD OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory. Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 3

French’s Definition of OD OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioralscientist consultants. Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 4

Beckhard’s 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 organization’s “processes, ” using behavioral science knowledge. Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 5

Beer’s 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 organization’s self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioral science theory, research, and technology. Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 6

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. Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 7

Five Stems of OD Practice Laboratory Training Current Practice Action Research/Survey Feedback Normative Approaches Quality of Work Life Strategic Change 1950 1960 1970 1980 1990 Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning 2000 Today 8

Part I: Overview of the Book The Nature of Planned Change (Chapter 2) The OD Practitioner (Chapter 3) Part II: The Process of Organization Development Entering & Contracting (Chapter 4) Diagnosing Organizations (Chapter 5) Feeding Back Designing OD Diagnostic Data Interventions (Chapter 8) (Chapter 9) Diagnosing Groups & Jobs (Chapter 6) Leading and Managing Change (Chapter 10) Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning Collecting Diagnostic Information (Chapter 7) Evaluating & Institutionalizing Change (Chapter 11) 9

Part III: Human Process Interventions Part IV: Technostructural Interventions Interpersonal & Group Process Approaches (Chapter 12) Restructuring Organizations (Chapter 14) Organization Process Approaches (Chapter 13) Employee Involvement (Chapter 15) Work Design (Chapter 16) Part V: Human Resources Management Interventions Performance Management (Chapter 17) Developing Talent (Chapter 18) Managing Workforce Diversity & Wellness (Chapter 19) Part VII: Special Topics in Organization Development OD in Nonindustrial in Global Settings (Chapter 23) (Chapter 24) Cummings & Worley 9 e, (c) 2008 South-Western/Cengage Learning Part VI: Strategic Interventions Transformational Change (Chapter 20) Continuous Change (Chapter 21) Transorganizational Change (Chapter 22) Future Directions in OD (Chapter 25) 10