Chapter 1: Organization Development and Reinventing the Organization 2
Chapter 2: Organization Renewal: The Challenge of Change 9
Chapter 3: Changing the Culture 17
Chapter 4: The Diagnostic Process 22
Chapter 5: Overcoming Resistance to Change 30
Chapter 7: Process Intervention Skills 40
Chapter 8: Employee Empowerment and Interpersonal Interventions 44
Chapter 9: Team Development Interventions 52
Chapter 10: Intergroup Development 61
Chapter 11: Work Team Development 67
Chapter 12: High Performing Systems and the Learning Organization 77
Key Terms 87
Chapter 1: Organization Development and Reinventing the Organization 87
Chapter 2: Organization Renewal: The Challenge of Change 90
Chapter 3: Changing the Culture 94
Chapter 4: The Diagnostic Process 96
Chapter 5: Overcoming Resistance to Change 100
Chapter 6: OD Intervention Strategies 101
Chapter 7: Process Intervention Skills 103
Chapter 8: Employee Empowerment and Interpersonal Interventions 105
Chapter 9: Team Development Interventions 109
Chapter 10: Intergroup Development 111
Chapter 11: Work Team Development 113
Chapter 12: High Performing Systems and the Learning Organization 116
,Chapter 1: Organization Development and Reinventing the
Organization
Change is the Challenge for Organizations
The type and degree of external forces vary from one organization to another, but all organizations face
the need to adapt to these forces. Many of these changes are forced upon the organization, whereas
others are generated internally
The purpose of Organization Development is to:
1. Create an awareness of the changing environmental forces confronting the modern manager
2. Provide the techniques and skills needed for dealing with change in organizations
What is Organizational Development?
Organization Development: comprises the long range efforts and programs aimed at improving an
organization's ability to survive by changing its problem solving and renewal process
• Employee involvement and commitment are the true keys to successful change
• The purpose of OD efforts is to increase the effectiveness of the system and to develop the
potential of all individual members
• It includes a series of planned intervention activities carried out in collaboration with
organization members to help find improved ways of working together toward individual
and organizational goals
Organization Development is not:
• OD is not a micro approach to change
o OD is focused on the macro goal of developing an organization wide improvement
in managerial style
• OD is not any single technique
o OD uses many different techniques (i.e. TQM, job enrichment)
• OD does not include random or ad hoc changes
o OD is based on a systematic appraisal and diagnosis of problems, leading to
planned and specific types of change efforts
• OD is not exclusively aimed at raising morale or attitudes
o OD is aimed at overall organizational health and effectiveness
The Characteristics of OD
1. Change: OD is a planned strategy to bring about organizational change.
o The change effort aims at specific objectives and is based on a diagnosis of problem areas
2. Collaborative Approach: to change that includes the involvement and participation of
organization members most affected by the changes
3. Performance Orientation: OD programs include an emphasis on ways to improve and enhance
performance and quality
, 4. Humanistic Orientation: OD is centered around people and organization and aims to make
organizations more effective by opening up new opportunities for increased use of human
potential
5. Systems Approach: concerned with the interrelationship of divisions, departments, groups and
individuals as interdependent subsystems of the total organization
6. Scientific Method: OD is based upon scientific approaches to increase organization effectiveness
• OD is based upon the notion that for an organization to be effective it must be more than
efficient; it must adapt to change
OD Practitioner: a person in an organization responsible for changing existing patterns to obtain more
effective organizational performance
•
Why OD?
Typical factors for an organization to initiate a large-scale change program include:
• A high level of competition
• Concern for survivability
• Declining performance
Goals for change include:
• Changing the corporate culture
• Becoming more adaptive
• Increasing competitiveness
The Emergence of OD
Three factors underlying the emergence of OD:
1. The need for new organizational forms
o Organizations tend to adopt forms appropriate to a particular time: the current rate of
change requires more adaptive forms
2. The focus on cultural change
o Every organization forms its own culture; the only real way to change is to alter the
organizational culture
3. The increase in social awareness
o In management is required
The Only Constant is Change
Given the increasingly complex environment, it becomes even more critical for management to identify
and respond to forces of social and technical change
, Successful firms in the environment of change will share certain common traits:
• Faster: more responsive to innovation and change
• Quality conscious: totally committed to quality
• Employee involved: adding value through human resources
• Customer oriented: creating niche markets
• Smaller: made up of more autonomous units
Who Does OD?
OD practitioners come primarily from two areas:
1. OD Specialists: professionals that have specialized and trained in OD and related areas. These
specialists are often referred to as OD practitioners and consultants
o They may be members of the organization (internal practitioners)
o Or come from outside the organization (external practitioners)
2. Managers or Leaders who apply OD to their work
o With the growth of the use of OD it is increasingly common to find people in different
parts of organizations (team leaders, supervisors, managers at different levels) practicing
and applying OD
OD Practitioners: the people who use, advocate and assist others to implement OD.
• Internal and external specialists who are professionally trained in OD and related fields
• People who use and apply OD to their work
Change Agent: a person attempting to bring about planned change to an organization or system
• The organization that is subject of the change is the client system
• Just as an OD practitioner is internal/external to the organization, so too is the change agent
Organization Culture
Organization Culture: a system of shared meanings, including the language, dress, patterns of behavior,
value system, feelings, attitudes, interactions and group norms of the members
Norms: are organized and shared ideas regarding what members should do and feel, how this behavior
should be regulated, and what sanctions should be applied when behavior does not coincide with social
expectations
• Norms are generally enforced only for the behaviors viewed most important by group members
• Norms essential to accomplishing the organization's objectives are pivotal norms
Chapter 2: Organization Renewal: The Challenge of Change 9
Chapter 3: Changing the Culture 17
Chapter 4: The Diagnostic Process 22
Chapter 5: Overcoming Resistance to Change 30
Chapter 7: Process Intervention Skills 40
Chapter 8: Employee Empowerment and Interpersonal Interventions 44
Chapter 9: Team Development Interventions 52
Chapter 10: Intergroup Development 61
Chapter 11: Work Team Development 67
Chapter 12: High Performing Systems and the Learning Organization 77
Key Terms 87
Chapter 1: Organization Development and Reinventing the Organization 87
Chapter 2: Organization Renewal: The Challenge of Change 90
Chapter 3: Changing the Culture 94
Chapter 4: The Diagnostic Process 96
Chapter 5: Overcoming Resistance to Change 100
Chapter 6: OD Intervention Strategies 101
Chapter 7: Process Intervention Skills 103
Chapter 8: Employee Empowerment and Interpersonal Interventions 105
Chapter 9: Team Development Interventions 109
Chapter 10: Intergroup Development 111
Chapter 11: Work Team Development 113
Chapter 12: High Performing Systems and the Learning Organization 116
,Chapter 1: Organization Development and Reinventing the
Organization
Change is the Challenge for Organizations
The type and degree of external forces vary from one organization to another, but all organizations face
the need to adapt to these forces. Many of these changes are forced upon the organization, whereas
others are generated internally
The purpose of Organization Development is to:
1. Create an awareness of the changing environmental forces confronting the modern manager
2. Provide the techniques and skills needed for dealing with change in organizations
What is Organizational Development?
Organization Development: comprises the long range efforts and programs aimed at improving an
organization's ability to survive by changing its problem solving and renewal process
• Employee involvement and commitment are the true keys to successful change
• The purpose of OD efforts is to increase the effectiveness of the system and to develop the
potential of all individual members
• It includes a series of planned intervention activities carried out in collaboration with
organization members to help find improved ways of working together toward individual
and organizational goals
Organization Development is not:
• OD is not a micro approach to change
o OD is focused on the macro goal of developing an organization wide improvement
in managerial style
• OD is not any single technique
o OD uses many different techniques (i.e. TQM, job enrichment)
• OD does not include random or ad hoc changes
o OD is based on a systematic appraisal and diagnosis of problems, leading to
planned and specific types of change efforts
• OD is not exclusively aimed at raising morale or attitudes
o OD is aimed at overall organizational health and effectiveness
The Characteristics of OD
1. Change: OD is a planned strategy to bring about organizational change.
o The change effort aims at specific objectives and is based on a diagnosis of problem areas
2. Collaborative Approach: to change that includes the involvement and participation of
organization members most affected by the changes
3. Performance Orientation: OD programs include an emphasis on ways to improve and enhance
performance and quality
, 4. Humanistic Orientation: OD is centered around people and organization and aims to make
organizations more effective by opening up new opportunities for increased use of human
potential
5. Systems Approach: concerned with the interrelationship of divisions, departments, groups and
individuals as interdependent subsystems of the total organization
6. Scientific Method: OD is based upon scientific approaches to increase organization effectiveness
• OD is based upon the notion that for an organization to be effective it must be more than
efficient; it must adapt to change
OD Practitioner: a person in an organization responsible for changing existing patterns to obtain more
effective organizational performance
•
Why OD?
Typical factors for an organization to initiate a large-scale change program include:
• A high level of competition
• Concern for survivability
• Declining performance
Goals for change include:
• Changing the corporate culture
• Becoming more adaptive
• Increasing competitiveness
The Emergence of OD
Three factors underlying the emergence of OD:
1. The need for new organizational forms
o Organizations tend to adopt forms appropriate to a particular time: the current rate of
change requires more adaptive forms
2. The focus on cultural change
o Every organization forms its own culture; the only real way to change is to alter the
organizational culture
3. The increase in social awareness
o In management is required
The Only Constant is Change
Given the increasingly complex environment, it becomes even more critical for management to identify
and respond to forces of social and technical change
, Successful firms in the environment of change will share certain common traits:
• Faster: more responsive to innovation and change
• Quality conscious: totally committed to quality
• Employee involved: adding value through human resources
• Customer oriented: creating niche markets
• Smaller: made up of more autonomous units
Who Does OD?
OD practitioners come primarily from two areas:
1. OD Specialists: professionals that have specialized and trained in OD and related areas. These
specialists are often referred to as OD practitioners and consultants
o They may be members of the organization (internal practitioners)
o Or come from outside the organization (external practitioners)
2. Managers or Leaders who apply OD to their work
o With the growth of the use of OD it is increasingly common to find people in different
parts of organizations (team leaders, supervisors, managers at different levels) practicing
and applying OD
OD Practitioners: the people who use, advocate and assist others to implement OD.
• Internal and external specialists who are professionally trained in OD and related fields
• People who use and apply OD to their work
Change Agent: a person attempting to bring about planned change to an organization or system
• The organization that is subject of the change is the client system
• Just as an OD practitioner is internal/external to the organization, so too is the change agent
Organization Culture
Organization Culture: a system of shared meanings, including the language, dress, patterns of behavior,
value system, feelings, attitudes, interactions and group norms of the members
Norms: are organized and shared ideas regarding what members should do and feel, how this behavior
should be regulated, and what sanctions should be applied when behavior does not coincide with social
expectations
• Norms are generally enforced only for the behaviors viewed most important by group members
• Norms essential to accomplishing the organization's objectives are pivotal norms
