Week 8 Final
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
1
General Introduction to Organization Development
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Learning Objectives
Define and describe the practice and study of organization development (OD).
Describe the history and relevance of OD.
Distinguish OD and planned change from other forms of organization change.
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Organization Development Defined
Organization development is a system-wide 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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How are Change Management and Organization Development Different (1)
Organization Development
Enables “development” of individuals and the organization
Promotes values of human self-determination, potential, and growth
Concerns an organization’s capability to solve its own problems and adapt to its environment
Helps organizations develop knowledge to change and improve
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How are Change Management and Organization Development Different (2)
Change Management
Helps organizations implement specific changes (e.g., new technologies or a new organization structure)
Values and practices are highly pragmatic aimed to make change processes effective and efficient
Places importance on how well change is implemented and at what cost and speed, not whether the organization or its members have learned
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Relevance of Organization Development
OD helps organizations create effective responses and change capabilities in uncertain and changing conditions
Globalization of markets, environments and functions
Introduction of new technologies and digitalization
Managerial innovation through restructuring and new forms of work and organization
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Five Stems of OD Practice
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Action Research/Survey Feedback
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Likert’s Participative Management Program
Exploitive authoritative systems
Benevolent authoritative systems
Consultative systems
Participative group systems
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Quality of Work Life
Early QWL Work Design Approaches
Worker job satisfaction and mental health
Job enrichment, self-managed teams
Expanded QWL Approaches
Employee productivity and satisfaction
Larger scale, organization work groups, Quality Circles
Employee Involvement (EI) and Six Sigma
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Blake and Mouton’s Grid Organization
The Managerial Grid
Assessing an Individual’s Style of Management
Concern for Production vs Concern for People
Two Key Objectives
Improve planning by developing a clear logic and strategy for organizational excellence
Help managers gain the necessary knowledge and skills to supervise effectively
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Overview of the Book
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