Od. chapter 1 (1)
•Download as PPTX, PDF•
10 likes•12,320 views
The document discusses definitions of organization development (OD) provided by Burke, French, Beckhard, and Beer. It defines OD as a planned, system-wide process using behavioral science to improve an organization's effectiveness and ability to cope with change. The document outlines key aspects of OD, including its historical development from 1950-2000 through approaches like laboratory training, action research, participative management, quality of work life, and strategic change. It concludes by restating that OD is the planned application of behavioral science to improve an organization's strategies, structures, and processes.
Report
Share
Report
Share
Recommended
Organization Development
Organization Development (OD) is defined as a systematic process that applies behavioral science principles to help organizations change and improve. It emerged in the late 1940s from the fields of group dynamics and planned change theory. OD focuses on long-term, organization-wide efforts led from the top to increase effectiveness through interventions in organizational processes. Major themes of OD include planned change, a distinctive self-renewal approach, a total systems perspective, and action research. Over time, OD has been influenced by different approaches like laboratory training, action research, participative management, quality of work life programs, and a growing focus on strategic change.
1. introduction to_od[1]
This document provides definitions of organization development (OD) from several experts and outlines the historical development and current practice of OD. It also outlines the structure of the book, which examines the process of OD including entering and diagnosing organizations, designing and implementing interventions, and addressing areas like human processes, techno-structural changes, human resources management, and strategic interventions. The goal of OD is to improve an organization's ability to solve problems and adapt to changes through behavioral science approaches and planned interventions.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Renault-Nissan Strategic Alliance, Case Analysis
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Chapter 1 od
Organisational development (OD) aims to increase organizational effectiveness and health through planned interventions using behavioural science knowledge. It focuses on organizational culture and processes, encouraging collaboration between leaders and members to manage these. Major topics of OD include diagnosing organizational health and performance, and an organization's ability to adapt to change through applying organizational behaviour theory and recognizing social processes within the organization. OD is based on assumptions that higher performance is possible through well-functioning human systems, and that organizations must be adaptive. It values humanistic, optimistic, and democratic principles.
P&G Case Study
1. P&G was pursuing a differentiation strategy focused on R&D and new product development. However, during a recession consumers switched to cheaper private label brands, and rivals cut costs and prices faster than P&G.
2. When Lafley returned to P&G, he launched the Connect + Develop strategy to partner with outside researchers to cut R&D costs and avoid being "stuck in the middle". This allowed P&G to continue innovating successfully.
3. To improve P&G's strategic position, the assistant recommends focusing on international expansion and promotions of products developed through Connect + Develop, which could increase sales without large additional costs. This would allow P&G to maintain innovation while
Oc 6440 future directions of od
This document discusses trends that will affect how organization development (OD) is practiced in the future. It identifies traditional trends like increasing wealth concentration and globalization. It also notes pragmatic trends like an aging and more diverse workforce. Scholarly trends emphasize understanding, prediction and control. The document concludes that OD will be more embedded within organizations, more technologically enabled, have shorter cycle times, be more interdisciplinary, work with more diverse organizations across cultures, and focus more on ecological sustainability.
FINAL DRAFT, Change Management Simulation Presentation
This document discusses change management and building a pro forma model to lead change. It provides an introduction to a change management simulation where participants take on the role of director of product innovation at a sunglass company. The objectives are to practice diagnostic and action planning skills and gain insight into overcoming change resistance. Types of change covered include radical, incremental, and organizational restructuring. Managing radical versus incremental change is explored. Contingency factors like the political frame and environmental forces that influence change approaches are examined. The document demonstrates how to apply change levers like utilizing frames, goals/deadlines, and coalition building. Common missteps in change management are identified like incorrectly diagnosing a situation. Finally, recommendations are provided such as responding to
Recommended
Organization Development
Organization Development (OD) is defined as a systematic process that applies behavioral science principles to help organizations change and improve. It emerged in the late 1940s from the fields of group dynamics and planned change theory. OD focuses on long-term, organization-wide efforts led from the top to increase effectiveness through interventions in organizational processes. Major themes of OD include planned change, a distinctive self-renewal approach, a total systems perspective, and action research. Over time, OD has been influenced by different approaches like laboratory training, action research, participative management, quality of work life programs, and a growing focus on strategic change.
1. introduction to_od[1]
This document provides definitions of organization development (OD) from several experts and outlines the historical development and current practice of OD. It also outlines the structure of the book, which examines the process of OD including entering and diagnosing organizations, designing and implementing interventions, and addressing areas like human processes, techno-structural changes, human resources management, and strategic interventions. The goal of OD is to improve an organization's ability to solve problems and adapt to changes through behavioral science approaches and planned interventions.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Renault-Nissan Strategic Alliance, Case Analysis
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Chapter 1 od
Organisational development (OD) aims to increase organizational effectiveness and health through planned interventions using behavioural science knowledge. It focuses on organizational culture and processes, encouraging collaboration between leaders and members to manage these. Major topics of OD include diagnosing organizational health and performance, and an organization's ability to adapt to change through applying organizational behaviour theory and recognizing social processes within the organization. OD is based on assumptions that higher performance is possible through well-functioning human systems, and that organizations must be adaptive. It values humanistic, optimistic, and democratic principles.
P&G Case Study
1. P&G was pursuing a differentiation strategy focused on R&D and new product development. However, during a recession consumers switched to cheaper private label brands, and rivals cut costs and prices faster than P&G.
2. When Lafley returned to P&G, he launched the Connect + Develop strategy to partner with outside researchers to cut R&D costs and avoid being "stuck in the middle". This allowed P&G to continue innovating successfully.
3. To improve P&G's strategic position, the assistant recommends focusing on international expansion and promotions of products developed through Connect + Develop, which could increase sales without large additional costs. This would allow P&G to maintain innovation while
Oc 6440 future directions of od
This document discusses trends that will affect how organization development (OD) is practiced in the future. It identifies traditional trends like increasing wealth concentration and globalization. It also notes pragmatic trends like an aging and more diverse workforce. Scholarly trends emphasize understanding, prediction and control. The document concludes that OD will be more embedded within organizations, more technologically enabled, have shorter cycle times, be more interdisciplinary, work with more diverse organizations across cultures, and focus more on ecological sustainability.
FINAL DRAFT, Change Management Simulation Presentation
This document discusses change management and building a pro forma model to lead change. It provides an introduction to a change management simulation where participants take on the role of director of product innovation at a sunglass company. The objectives are to practice diagnostic and action planning skills and gain insight into overcoming change resistance. Types of change covered include radical, incremental, and organizational restructuring. Managing radical versus incremental change is explored. Contingency factors like the political frame and environmental forces that influence change approaches are examined. The document demonstrates how to apply change levers like utilizing frames, goals/deadlines, and coalition building. Common missteps in change management are identified like incorrectly diagnosing a situation. Finally, recommendations are provided such as responding to
United breaks Guitar Casestudy
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Southwest Airlines Case Study
Southwest Airlines was founded in 1971 in Dallas, Texas. It has a strong organizational culture focused on values like family, equality, dedication, and fun. The CEO, Herb Kelleher, fostered an informal, transactional leadership style where he treated employees like family. Southwest utilizes selective recruiting and training to socialize new employees into the culture. It has been successful in capturing value through high customer satisfaction driven by happy employees and a competitive low-cost business model that has been difficult for competitors to copy.
Esterline Technology group 4
Esterline Technology Corporation is an aerospace, defense, gaming, and medical company founded by John Esterline and headquartered in Bellevue, Washington. It has grown through mergers and acquisitions. Esterline adopted lean manufacturing practices such as empowering employees, training, and setting goals for profitable growth and return on investment. However, Esterline faced conflicts between its rigid IT systems and ability to modify processes. It overcame this by simplifying workflows and implementing lean tools like value stream mapping, standard work, and 5S organization methods at its Korry plant. Moving forward, challenges include adapting lean methods for office operations and integrating IT with suppliers and customers.
Strategic Change Interventions
Technostructural interventions focus on changing the technology and structure of organizations. This document discusses restructuring organizations through different organizational structures like functional, unit/divisional, matrix, process, and network structures. It also discusses downsizing which aims to reduce organization size through layoffs or attrition. Reengineering is defined as fundamentally rethinking and radically redesigning business processes to achieve improvements. Employee involvement seeks to increase member input in decisions. Total quality management and high involvement organizations are approaches to employee involvement. Finally, work design focuses on enriching work through job characteristics.
Leadership case study restview hospital
The board of directors at Restview Hospital chose the Standard Software package over the recommendation of the accounting manager, Mary. Mary had researched various options and felt Reliable Computer's software would be best. However, the facility administrator, Jack, pressured the board to choose Standard instead. As a result, Restview incurred thousands in unnecessary expenses.
Kodak Strategic Management (Strategic Blunder) Case Study
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Presentation about STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
Competitive profile matrix(CPM)
Internal factor evaluation matrix(IFE)
THE MATCHING STAGE
Strengths-weaknesses-opportunities-threats(SWOT) matrix
Strategic Position and Action Evaluation(SPACE) matrix
Boston Consulting Group(BCG) matrix
Internal-External(IE) matrix
Grand Strategy matrix
THE DECISION STAGE
Quantiative strategic planning matrix(QSP)
Organizational development
OD- Organizational Development
History, Components, Characteristics, Objectives, Assumptions & Values
Knowledge management and talent management at TOYOTA
1. Toyota Motor Corporation began in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production under the direction of Kiichiro Toyoda. Toyota investigated gasoline engines and automobile production in the late 1920s and 1930s to meet Japan's need for domestic vehicle production.
2. While Toyota is best known for its cars today, it remains active in textiles with computerized looms and electric sewing machines available worldwide. Toyota has implemented knowledge management strategies to gather, organize, share, and analyze knowledge regarding resources, documents, and employee skills.
3. Toyota needs to improve knowledge sharing across its global operations to maintain its competitive advantage. Implementing knowledge management as a strategic management tool and improving communication
Building a learning organization
The document discusses the key aspects of building a learning organization. It defines a learning organization as one that is skilled at problem solving, experimentation, learning from experience and others, and sharing knowledge. It identifies three critical factors for effective implementation - meaning, management, and measurement. It provides details on systematic problem solving as the first building block, emphasizing a scientific approach using data, tools, and asking the 5W questions. An example of Xerox's problem solving process is briefly analyzed.
Change management
This document discusses organizational change and managing change. It covers several key points:
- Organizational change is a structured approach to ensuring changes are smoothly implemented to achieve lasting benefits, as organizations now face rapid change.
- Change management is transitioning individuals, teams, and organizations to a desired future state through a formal process of introducing and approving changes.
- Major factors affecting the success of change include advocates of change, the degree and time frame of change, and impact on organizational culture.
- Resistance to change is normal and must be addressed by listening to concerns and overcoming it through education, vision, participation, and negotiation.
- Strategies to lessen resistance include communication, creating a
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
GE case study two decade transformation Jack Welch's Leadership
Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
Xerox & Fuji Xerox
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
Patagonia: Case Analysis
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Callaway golf company (cgc)
Callaway Golf Company's vision is to create superior golf products that enhance the enjoyment of the game. Their mission is to design, manufacture, and deliver high-quality golf equipment and provide excellent customer service while generating strong returns for shareholders. Opportunities include expanding into new markets and an aging population interested in golf, while threats include economic uncertainty and imitations of their products. Strengths include their integrated design and manufacturing processes and brand reputation, while weaknesses include losses in their golf ball business and difficulties tracking imitations.
Li & Fung case study
Li & Fung is a supply chain management company headquartered in Hong Kong. It manages supply chains for global retailers and brands. The company has over 12,000 suppliers in more than 40 countries and employs over 14,000 staff worldwide. Li & Fung provides value-added services across entire supply chains, including sourcing, manufacturing, logistics and quality control. It has strategically shifted from a buying agent to a supply chain manager and virtual manufacturer through acquisitions and IT investments.
General Electric_Leadership
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
Strategic Change Interventions Team D/Module 7
Strategic Change Interventions include whole system interventions such as transformational change, continuous change, and transorganizational change. Transformational change interventions involve organization design, integrated strategy, and culture change. Continuous change interventions include dynamic strategy making, self-designing organizations, built-to-change organizations, and learning organizations. Transorganizational change involves mergers and acquisitions, alliances, and networks.
Chapter 11 : Managing Change
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
OD 1st chapter
Organization development (OD) is defined as a planned, system-wide process using behavioral science to improve organizational effectiveness. The chapter outlines the history and definitions of OD, including Burke's definition as planned cultural change through behavioral science, and Beer's definition as a system-wide process of diagnosis, planning, intervention and evaluation to enhance organizational elements. It also describes the five historical stems of OD practice and provides an outline of the book.
Organizational development(octapace)
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
More Related Content
What's hot
United breaks Guitar Casestudy
Dave Carrol, a musician traveled in United Airlines and finds his Guitar being broke due to poor cargo handling. The case tells about the events that followed and how United Airlines responded back and the customer service that was given to Dave and how he responded back.
Southwest Airlines Case Study
Southwest Airlines was founded in 1971 in Dallas, Texas. It has a strong organizational culture focused on values like family, equality, dedication, and fun. The CEO, Herb Kelleher, fostered an informal, transactional leadership style where he treated employees like family. Southwest utilizes selective recruiting and training to socialize new employees into the culture. It has been successful in capturing value through high customer satisfaction driven by happy employees and a competitive low-cost business model that has been difficult for competitors to copy.
Esterline Technology group 4
Esterline Technology Corporation is an aerospace, defense, gaming, and medical company founded by John Esterline and headquartered in Bellevue, Washington. It has grown through mergers and acquisitions. Esterline adopted lean manufacturing practices such as empowering employees, training, and setting goals for profitable growth and return on investment. However, Esterline faced conflicts between its rigid IT systems and ability to modify processes. It overcame this by simplifying workflows and implementing lean tools like value stream mapping, standard work, and 5S organization methods at its Korry plant. Moving forward, challenges include adapting lean methods for office operations and integrating IT with suppliers and customers.
Strategic Change Interventions
Technostructural interventions focus on changing the technology and structure of organizations. This document discusses restructuring organizations through different organizational structures like functional, unit/divisional, matrix, process, and network structures. It also discusses downsizing which aims to reduce organization size through layoffs or attrition. Reengineering is defined as fundamentally rethinking and radically redesigning business processes to achieve improvements. Employee involvement seeks to increase member input in decisions. Total quality management and high involvement organizations are approaches to employee involvement. Finally, work design focuses on enriching work through job characteristics.
Leadership case study restview hospital
The board of directors at Restview Hospital chose the Standard Software package over the recommendation of the accounting manager, Mary. Mary had researched various options and felt Reliable Computer's software would be best. However, the facility administrator, Jack, pressured the board to choose Standard instead. As a result, Restview incurred thousands in unnecessary expenses.
Kodak Strategic Management (Strategic Blunder) Case Study
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Presentation about STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
Competitive profile matrix(CPM)
Internal factor evaluation matrix(IFE)
THE MATCHING STAGE
Strengths-weaknesses-opportunities-threats(SWOT) matrix
Strategic Position and Action Evaluation(SPACE) matrix
Boston Consulting Group(BCG) matrix
Internal-External(IE) matrix
Grand Strategy matrix
THE DECISION STAGE
Quantiative strategic planning matrix(QSP)
Organizational development
OD- Organizational Development
History, Components, Characteristics, Objectives, Assumptions & Values
Knowledge management and talent management at TOYOTA
1. Toyota Motor Corporation began in 1933 as a division of Toyoda Automatic Loom Works devoted to automobile production under the direction of Kiichiro Toyoda. Toyota investigated gasoline engines and automobile production in the late 1920s and 1930s to meet Japan's need for domestic vehicle production.
2. While Toyota is best known for its cars today, it remains active in textiles with computerized looms and electric sewing machines available worldwide. Toyota has implemented knowledge management strategies to gather, organize, share, and analyze knowledge regarding resources, documents, and employee skills.
3. Toyota needs to improve knowledge sharing across its global operations to maintain its competitive advantage. Implementing knowledge management as a strategic management tool and improving communication
Building a learning organization
The document discusses the key aspects of building a learning organization. It defines a learning organization as one that is skilled at problem solving, experimentation, learning from experience and others, and sharing knowledge. It identifies three critical factors for effective implementation - meaning, management, and measurement. It provides details on systematic problem solving as the first building block, emphasizing a scientific approach using data, tools, and asking the 5W questions. An example of Xerox's problem solving process is briefly analyzed.
Change management
This document discusses organizational change and managing change. It covers several key points:
- Organizational change is a structured approach to ensuring changes are smoothly implemented to achieve lasting benefits, as organizations now face rapid change.
- Change management is transitioning individuals, teams, and organizations to a desired future state through a formal process of introducing and approving changes.
- Major factors affecting the success of change include advocates of change, the degree and time frame of change, and impact on organizational culture.
- Resistance to change is normal and must be addressed by listening to concerns and overcoming it through education, vision, participation, and negotiation.
- Strategies to lessen resistance include communication, creating a
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
GE case study two decade transformation Jack Welch's Leadership
Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
Xerox & Fuji Xerox
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
Patagonia: Case Analysis
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Callaway golf company (cgc)
Callaway Golf Company's vision is to create superior golf products that enhance the enjoyment of the game. Their mission is to design, manufacture, and deliver high-quality golf equipment and provide excellent customer service while generating strong returns for shareholders. Opportunities include expanding into new markets and an aging population interested in golf, while threats include economic uncertainty and imitations of their products. Strengths include their integrated design and manufacturing processes and brand reputation, while weaknesses include losses in their golf ball business and difficulties tracking imitations.
Li & Fung case study
Li & Fung is a supply chain management company headquartered in Hong Kong. It manages supply chains for global retailers and brands. The company has over 12,000 suppliers in more than 40 countries and employs over 14,000 staff worldwide. Li & Fung provides value-added services across entire supply chains, including sourcing, manufacturing, logistics and quality control. It has strategically shifted from a buying agent to a supply chain manager and virtual manufacturer through acquisitions and IT investments.
General Electric_Leadership
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
Strategic Change Interventions Team D/Module 7
Strategic Change Interventions include whole system interventions such as transformational change, continuous change, and transorganizational change. Transformational change interventions involve organization design, integrated strategy, and culture change. Continuous change interventions include dynamic strategy making, self-designing organizations, built-to-change organizations, and learning organizations. Transorganizational change involves mergers and acquisitions, alliances, and networks.
Chapter 11 : Managing Change
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
What's hot (20)
Kodak Strategic Management (Strategic Blunder) Case Study
Kodak Strategic Management (Strategic Blunder) Case Study
Knowledge management and talent management at TOYOTA
Knowledge management and talent management at TOYOTA
GE case study two decade transformation Jack Welch's Leadership
GE case study two decade transformation Jack Welch's Leadership
Similar to Od. chapter 1 (1)
OD 1st chapter
Organization development (OD) is defined as a planned, system-wide process using behavioral science to improve organizational effectiveness. The chapter outlines the history and definitions of OD, including Burke's definition as planned cultural change through behavioral science, and Beer's definition as a system-wide process of diagnosis, planning, intervention and evaluation to enhance organizational elements. It also describes the five historical stems of OD practice and provides an outline of the book.
Organizational development(octapace)
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
Organization development
This document provides an overview of organization development (OD). It discusses that OD is a relatively new field that emerged in the 1950s and 1960s to help organizations function better through planned interventions. The document outlines several models of OD, including Lewin's three-stage change model, Lippitt et al.'s seven stage consulting process, and Burke-Litwin's model of transactional and transformational change. It also discusses key aspects of OD like participation, teams, interventions, diagnosis, and managing the change process.
Introduction to organisational development
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Part1 Over View
This document discusses organization development (OD) and planned change. It defines OD as a planned process of change using behavioral science. Common models of planned change are presented, including Lewin's three-stage model of change and action research. The roles and competencies of an OD practitioner are outlined, including the demands of consulting and managing ethical dilemmas.
Od
Organizational development (OD) aims to improve an organization's effectiveness by developing approaches and methods to change behaviors on an organization-wide basis. Key aspects of OD include being a long-term, collaborative process led by top management to improve processes like visioning, learning, problem-solving and culture through behavioral science interventions and a focus on organizational systems and continuous adaptation.
OD Unit 1 ppt .pptx
This document provides an introduction to organizational development (OD). It defines OD as a planned, organization-wide effort to increase effectiveness through interventions using behavioral science knowledge. The document outlines four approaches to OD: laboratory training, survey research and feedback, action research, and sociotechnical. It also discusses the underlying values and assumptions of OD, including that people strive for growth, groups influence behavior, and solutions consider the whole system. OD aims to improve organizations through collaborative management of culture.
Organizational development and change
This document discusses organizational development and change. It defines organizational development as a planned process using behavioral science to create long-term change across an entire organization. It lists characteristics of organizational development like planned change, systems orientation, and collaborative management. Benefits include continuous improvement, increased communication, employee development, and increased profits. Limitations involve time, costs, and potential psychological harm. Organizational development focuses on qualitative changes, while management development focuses on training executives. Common methods are surveys, feedback, and team building.
Organisational development
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 behavioral-scientist consultants.
Organanisation change and development by kavita
hello, this is Iltaf Khokhar
public administration student @university of Sindh
email; iltafh97@gmail.com
Action Research
This document discusses action research (AR), which is a disciplined process of inquiry conducted by those taking action to improve their actions. AR follows a cyclical process of plan, act, observe, and reflect. There are three types of AR focused on problem solving, practical deliberation, and critical emancipation. AR is useful in education and business by empowering practitioners to improve their work through reflection. In business specifically, AR allows managers to critically examine their beliefs and practices to effectively implement changes while pursuing both action and understanding. The outcomes of AR can be improvements to practice, policy, and programs as well as empowering community members.
Management of organizational development and change
This document provides an overview of organizational development (OD). It defines OD as a planned process to increase organizational effectiveness through interventions in organizational processes using behavioral science knowledge. The goal of OD is to improve how organizations function and transform systems over time. It discusses the historical emergence of OD in the 1950s-1960s and focuses on creating conducive organizational culture, improving processes, and transforming structures. The document outlines five units that will be covered related to introductions to OD, diagnoses for interventions, organizational change, managing planned change, and the OD process.
Od chap 1
This document discusses the history and evolution of organizational development (OD). It describes how OD emerged from laboratory training in the 1940s, survey research and feedback in the 1950s, and action research. Major contributors to early OD approaches included Kurt Lewin, Douglas McGregor, Rensis Likert, and John Collier. Over time, OD expanded to incorporate additional influences like quality of work life programs and approaches for managing strategic change. The document outlines the key stems and phases in the development of OD and profiles many important thinkers who advanced the field.
Oc 6440 organization process approaches
This document discusses three types of organization-wide interventions for change: organization confrontation meetings, intergroup relations interventions, and large group interventions. Organization confrontation meetings bring together groups from across an organization to identify and prioritize problems and opportunities for improvement. Intergroup relations interventions like microcosm groups and conflict resolution aim to improve relationships between groups. Large group interventions focus on issues affecting the whole organization through methods like future search conferences and open space meetings. The document provides details on the processes and goals of each type of intervention.
Foxley-Sayles,+V.L
This document provides an abstract and contents page for a dissertation exploring organisational change and the role of internal and external change agents. The 12,580 word dissertation examines change management models and theories, and compares emergent and planned approaches to change. It defines the roles of internal and external change agents, and discusses how organisations manage change using these different types of agents. The dissertation aims to determine whether internal or external project managers deliver better results for organisational change projects. It reviews literature on change management and uses qualitative secondary research methods to analyse models, theories and case studies related to organisational change.
Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
Lecture One.pptx
1) Organization development aims to improve organizational effectiveness and employee well-being through planned interventions based on behavioral science and democratic values.
2) There are several theories of planned organizational change including Lewin's three-step model of unfreezing, moving, and refreezing; action research involving diagnosis, analysis, feedback, and evaluation; and appreciative inquiry focusing on an organization's strengths.
3) Planned change aims to help organizations adapt to their changing environments and alter individual and group behaviors through the efforts of change agents. Resistance to change can come from both individuals and the organization and must be addressed.
Definitions of Organizational Development - Organizational Change and Develo...
Organization development 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.
Lecture3 planned change
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
Similar to Od. chapter 1 (1) (20)
Management of organizational development and change
Management of organizational development and change
Definitions of Organizational Development - Organizational Change and Develo...
Definitions of Organizational Development - Organizational Change and Develo...
Od. chapter 1 (1)
- 1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter One: Introduction to Organization Development
- 2. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-2 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
- 3. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-3 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.
- 4. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-4 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 behavioral-scientist consultants.
- 5. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-5 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.
- 6. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-6 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.
- 7. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-7 Organization Development is... a systemwide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
- 8. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-8 Five Stems of OD Practice CurrentPractice Laboratory Training Action Research/Survey Feedback Participative Management Quality of Work Life Strategic Change 1950 1960 1970 1980 1990 2000
- 9. Cummings & Worley 7e. (c) 2001 South- Western College Publishing 1-9 Five Stems of OD Practice 1. Laboratory Training A room or building equipped for scientific experimentation or research. 2. Action Research/Survey Feedback studies carried out in the course of an activity or occupation, typically in the field of education, to improve the methods and approach of those involved. 3. Participative Management Participatory management is the practice of empowering employees to participate in organizational decision making. 4. Quality of Work Life Extent to which employees can enhance their personal lives through their work environment and experiences. 5. Strategic Change A restructuring of an organization's business or marketing plan that is typically performed in order to achieve an important objective. For example, a strategic change might include shifts in a corporation's policies, target market, mission or organizational structure.