According to Clardy (2003, p. 785):
“The field of planned organization change was long equated with organization development (OD). OD proponents were up-front with the bona fides of their approach: full disclosure, informed consent, inclusive participation, and so on. These canons of OD provided the principles and practices that could be applied to any organizational change project. Yet, for a number of years, standing alongside the OD literature were smaller volumes (Zaltman & Duncan, 1977, was an early example) that did not so neatly fit the OD mold. By these accounts, the geography of organizational change management was bigger than that encompassed by OD.”
While some might disagree with the assertions in the preceding paragraph, those assertions are effective in forcing readers to confront what they believe about OD—and what they do not.
Over the years, organization development has been defined by just about every author who has written about it. Here are a few chronologically organized definitions that represent a range of ways to understand OD:
• Organization development is an effort (1) planned, (2) organizationwide, 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 (Beckhard, 1969, p. 9).
• Organization development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself (Bennis, 1969, p. 2).
• Most people in the field agree that OD involves consultants who try to help clients improve their organizations by applying knowledge from the behavioral sciences—psychology, sociology, cultural anthropology, and certain related disciplines. Most would also agree that OD implies change and, if we accept that improvement in organizational functioning means that change has occurred, then, broadly defined, OD means organizational change (Burke, 1982, p. 3).
• Organization development is a top-management-supported long-range effort to improve an organization’s problem-solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organization culture—with special emphasis on formal work team, temporary team, and intergroup culture—with the assistance of a consultant-facilitator and the use of the theory and technology of applied behavioral science, including Action Research (French & Bell, 1990, p. 17).
• Organization development is “a systemic and systematic change effort, using behavioral science knowledge and skill, to change or transform the organization to a new state” (Beckhard, 1999, personal communication).
• Organization development is a system-wide and values-based collaborative process of applying behavioral science knowledge to the adaptive development, improvement and reinforcement of such organizational features as the strategies, structures, processes, people, and cultures that lead to organization effectiveness (Bradford, Burke, Seashore, Worley, & Tannenbaum, 2001).
Source : Practicing Organization Development.William J Rothwell & Roland Sullivan.2005
“The field of planned organization change was long equated with organization development (OD). OD proponents were up-front with the bona fides of their approach: full disclosure, informed consent, inclusive participation, and so on. These canons of OD provided the principles and practices that could be applied to any organizational change project. Yet, for a number of years, standing alongside the OD literature were smaller volumes (Zaltman & Duncan, 1977, was an early example) that did not so neatly fit the OD mold. By these accounts, the geography of organizational change management was bigger than that encompassed by OD.”
While some might disagree with the assertions in the preceding paragraph, those assertions are effective in forcing readers to confront what they believe about OD—and what they do not.
Over the years, organization development has been defined by just about every author who has written about it. Here are a few chronologically organized definitions that represent a range of ways to understand OD:
• Organization development is an effort (1) planned, (2) organizationwide, 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 (Beckhard, 1969, p. 9).
• Organization development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself (Bennis, 1969, p. 2).
• Most people in the field agree that OD involves consultants who try to help clients improve their organizations by applying knowledge from the behavioral sciences—psychology, sociology, cultural anthropology, and certain related disciplines. Most would also agree that OD implies change and, if we accept that improvement in organizational functioning means that change has occurred, then, broadly defined, OD means organizational change (Burke, 1982, p. 3).
• Organization development is a top-management-supported long-range effort to improve an organization’s problem-solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organization culture—with special emphasis on formal work team, temporary team, and intergroup culture—with the assistance of a consultant-facilitator and the use of the theory and technology of applied behavioral science, including Action Research (French & Bell, 1990, p. 17).
• Organization development is “a systemic and systematic change effort, using behavioral science knowledge and skill, to change or transform the organization to a new state” (Beckhard, 1999, personal communication).
• Organization development is a system-wide and values-based collaborative process of applying behavioral science knowledge to the adaptive development, improvement and reinforcement of such organizational features as the strategies, structures, processes, people, and cultures that lead to organization effectiveness (Bradford, Burke, Seashore, Worley, & Tannenbaum, 2001).
Source : Practicing Organization Development.William J Rothwell & Roland Sullivan.2005
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