Organization Development and ChangeThomas G. CummingsChristopher G. WorleyChapter One:Introduction toOrganization Development
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-2Learning Objectivesfor Chapter One• To provide a definition of OrganizationDevelopment (OD)• To distinguish OD and planned changefrom other forms of organization change• To describe the historical development ofOD• To provide an outline of the book
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-3Burke’s Definition of ODOD is a planned process of change inan organization’s culture through theutilization of behavioral sciencetechnology, research, and theory.
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-4French’s Definition of ODOD refers to a long-range effort toimprove an organization’s problem-solving capabilities and its ability tocope with changes in its externalenvironment with the help of externalor internal behavioral-scientistconsultants.
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-5Beckhard’s Definition of ODOD is an effort (1) planned, (2)organization-wide, and (3) managed fromthe top, to (4) increase organizationeffectiveness and health through (5) plannedinterventions in the organization’s“processes,” using behavioral scienceknowledge.
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-6Beer’s Definition of ODOD is a system-wide process of data collection,diagnosis, action planning, intervention, and evaluationaimed at: (1) enhancing congruence betweenorganizational structure, process, strategy, people, andculture; (2) developing new and creative organizationalsolutions; and (3) developing the organization’s self-renewing capacity. It occurs through collaboration oforganizational members working with a change agentusing behavioral science theory, research, andtechnology.
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-7Organization Development is...a systemwide application and transfer ofbehavioral science knowledge to theplanned development, improvement, andreinforcement of the strategies,structures, and processes that lead toorganization effectiveness.
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-81950 1960 1970 1980 1990 2000 TodayFive Stems of OD PracticeCurrentPracticeLaboratory TrainingAction Research/Survey FeedbackNormative ApproachesQuality of Work LifeStrategic Change
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-9Part I: Overview of the BookThe Nature of Planned Change The OD Practitioner(Chapter 2) (Chapter 3)Part II: The Process of Organization DevelopmentEntering & Diagnosing Diagnosing CollectingContracting Organizations Groups & Jobs Diagnostic(Chapter 4) (Chapter 5) (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)
Cummings & Worley, 8e(c)2005 Thomson/South-Western1-10Part III:HumanProcessInterventionsIndividual,Interpersonal,& GroupProcessApproaches(Chapter 12)OrganizationProcessApproaches(Chapter 13)Part IV:Techno-structuralInterventionsRestructuringOrganizations(Chapter 14)EmployeeInvolvement(Chapter 15)Work Design(Chapter 16)Part V:HumanResourcesManagementInterventionsPerformanceManagement(Chapter 17)Developing andAssistingMembers(Chapter 18)Part VI:StrategicInterventionsCompetitive andCollaborativeStrategies(Chapter 19)OrganizationTransformation(Chapter 20)Part VII: Special Topics in Organization DevelopmentOrganization Development OD in Nonindustrial Future Directionsin Global Settings Settings in OD(Chapter 21) (Chapter 22) (Chapter 23)