CHAPTER
1
General Introduction to
Organization Development
?????? ???? ?????? ????????
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? 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.
OD).( ?????? ???? ?????? ?????? ????? ????????
.???? ????? ?????? ??????? ?????????
.???????? ??? ??????? ???????? ???????? ?????? ?? ?? ??????? ?????? ?????? ????????
2
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Burkes Definition of OD
OD is a planned process of change in an
organizations culture through the utilization
of behavioral science technology, research,
and theory.
???????? ???????? ?? ????? ????? ???? ??? ?? ????? ??????? ?? ?????
.???????? ????????? ?????? ???????? ?????? ?????????
3
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Frenchs Definition of OD
OD refers to a long-range effort to improve
an organizations problem-solving
capabilities and its ability to cope with
changes in its external environment with the
help of external or internal behavioralscientist consultants.
????? ??????? ???????? ??? ??? ???? ????? ?????? ????? ??????? ?? ?? ???????? ??????? ??? ??????? ???
.????????? ?? ?????? ???????? ??????? ????????? ?? ??? ?????? ??????? ?? ????????
4
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Beckhards Definition of OD
OD 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
organizations processes, using behavioral
science knowledge.
?) ??? ?????? ?? ???????3( ? ??? ?) ??? ????? ????????2( ? ?) ?????1( ???????? ???????? ?? ????
? ?) ?????? ????? ?? “??????” ????????5( ?) ????? ?????? ??????? ?????? ?? ?????4( ?????
.????????? ??? ?????? ????????
5
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Beers 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
? ?????????? ? ???????? ? ??????????????? ? ?????????? ?) ????? ??????? ??? ?????? ?????????1(
(2) Developing new and creative organizational solutions
?) ????? ???? ??????? ????? ????????2(
(3) Developing the organizations self-renewing capacity.
It occurs through collaboration of organizational
members working with a change agent using behavioral
science theory, research, and technology
? ? ???????? ? ???? ??? ?? ???? ????? ????? ??????? ????? ?????? ?? ???? ??????? ???????? ????? ?????? ?????????.?) ????? ???? ??????? ??? ??????? ???????3
??????????????
6
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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.
? ? ???????? ?????? ??? ???? ???????? ???? ??????? ??????? ???????? ??? ??????? ?????? ???
.??????? ????????????? ???????? ????????? ???? ???? ??? ?????? ????????
7
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Five Stems of OD Practice
Laboratory Training
Normative Approaches
Quality of Work Life
Strategic Change
1950
1960
1970
1980
1990
2000
Current Practice
Action Research/Survey Feedback
Today
8
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Overview of the Book
Part 1: Overview of the Book
The Nature of Planned Change
(Chapter 2)
The OD Practitioner
(Chapter 3)
Part 2: The Process of Organization Development
Entering &
Contracting
(Chapter 4)
Diagnosing
(Chapter 5)
Collecting, Analyzing, and
Feeding Back Diagnostic
Information (Chapter 6)
Designing
Interventions
(Chapter 7)
Managing Change
(Chapter 8)
Evaluating and
Institutionalizing OD
Interventions
(Chapter 9)
9
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Overview of the Book
Part 3:
Human Process
Interventions
Part 4:
Technostructural
Interventions
Interpersonal and
Group Process
Approaches
(Chapter 10)
Restructuring
Organizations
(Chapter 12)
Organization
Process Approaches
(Chapter 11)
Employee
Involvement
(Chapter 13)
Work Design
(Chapter 14)
Part 5:
Human Resource
Management
Interventions
Part 6:
Strategic Change
Interventions
Transformational
Change
(Chapter 18)
Performance
Management
(Chapter 15)
Developing Talent
(Chapter 16)
Continuous Change
(Chapter 19)
Managing Workforce
Diversity and
Wellness
(Chapter 17)
Transorganizational
Change
(Chapter 20)
Part 7: Special Applications of Organization Development
Organization Development
for Economic, Ecological
and Social Outcomes
(Chapter 21)
OD in Health Care,
School Systems, the Public
Sector, and Family-Owned
Businesses
(Chapter 22)
Future Directions
in Organization Development
(Chapter 23)
10
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CHAPTER
2
The Nature of Planned
Change
?????? ??????? ???????
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? Describe and compare three major theories
of planned change.
? Introduce a general model of planned
change that will be used to organize the
material presented in the book.
? Explain how planned change can be
adopted to fit different contexts.
? Critique the practicee of planned change.
2
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Lewins Planned Change
3
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Action Research Cycle
Identify
the
Problem
Gather
Data
Next
Steps
Interpret
Data
Evaluate
Results
Act on
Evidence
4
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Positive Model
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create
the Future
5
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4 D Appreciative Inquiry Model
Topic
Design
Discover
Positive
Core
Destiny
Dream
6
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Comparison of Planned Change Models
??????? ??? ????? ??????? ?????? ????
? Similarities
? Change preceded by diagnosis or preparation
? Apply behavioral science knowledge
? Stress involvement of organization members
? Recognize the role of a consultant
? Differences
? General vs. specific activities
? Centrality of consultant role
? Problem-solving vs. social constructionism
?????????
???????? ???? ??????? ?? ????????
?????? ??????? ?????? ?????????
?????? ????? ????????
??????? ??? ??? ?????? ??????????
??????????
???????? ?????? ????? ??????? ????????
??????? ??? ??????????
??? ???????? ????? ?????? ??????????
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7
General Model of Planned Change
Entering
and
Contracting
Diagnosing
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
8
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Different Types of Planned
? ????? ?????? ?? ??????? ???????Change
? Magnitude of Change
? Incremental
? Quantum
? Degree of Organization
? Overorganized
? Underorganized
? Domestic vs. International Settings
???? ????????
????????
??????
????? ????????
????? ?? ????????
???? ????????
?????????? ??????? ????? ????????? ????????
?
?
?
?
?
?
?
9
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Critique of Planned Change
???? ??????? ???????
?
Conceptualization of Planned Change
? Change in not linear
? Change is not rational
? The relationship between change and performance is unclear
?
Practice of Planned Change
? Limited consulting skills and focus
? Quick fixes vs. development approaches
:?????? ??????? ???????
???????? ?? ??? ???????
???????? ??? ???????
???????? ??? ??????? ??????? ??? ??????
:??????? ??????? ???????
??????? ???????? ?????? ?????????
10
?????????
???????
???????
???????
?????????
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CHAPTER
3
The Organization
Development Practitioner
?????? ????? ????????
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? Discuss the roles and characteristics of OD
practitioners.
? Describe the competencies required of
effective OD practitioners.
? Compare the internal versus external OD
practitioner.
? Understand the values and ethics guiding
the practice of OD.
2
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The Organization Development Practitioner
?????? ????? ????????
? Internal and External Consultants
? Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, compensation and benefits
managers)
? Managers and Administrators who apply
OD from their line or staff positions
???????????? ????????? ???????????
IS / ? ?????? ????????? ??????????? ? ????? ????? ?????? ????????? ?????????? ?? ???????? ?????? ????? ?????? ??????? ??????? ???????? (??? ???? ???????
)? ?????? ????????? ??????????
??? ??????? ?? ????????OD ????????? ?????????? ????? ???????
?
?
?
3
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Competencies of an OD Practitioner
??????? ????? ??????? ?????????
? Intrapersonal Skills
? Self-awareness
? Interpersonal Skills
? Ability to work with others and groups
? General Consultation Skills
? Ability to manage consulting process
? Organization Development Theory
? Knowledge of change processes
????????? ????????
?????? ???????
????????? ????????
??????? ??? ????? ?? ??????? ??????????
??????? ?????????? ???????
??????? ??? ????? ????? ???????????
?????? ????? ????????
?????? ?????? ????????
?
?
?
?
?
?
?
?
4
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Role of OD Professional Positions
?????OD ???????? ????????
? Position
? Internal vs. external
? Marginality
? Ability to straddle boundaries
? Emotional Demands
? Emotional intelligence
? Use of Knowledge and Experience
??????
????????? ????? ?????????
?????????
??????? ??? ????? ???????
???????? ?????????
??????? ????????
???????? ??????? ????????
?
?
?
?
?
?
?
5
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Client Versus Consultant Knowledge
Use of Consultants
Knowledge and
Experience
Plans Implementation
Recommends/prescribes
Proposes criteria
Feeds back data
Probes and gathers data
Clarifies and interprets
Use of Clients
Knowledge and
Experience
Listens and reflects
Refuses to become involved
6
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Professional Ethics
????????? ???????
? Ethical Guidelines
? Ethical Dilemmas
? Misrepresentation
? Misuse of data
? Coercion
? Value and goal conflicts
? Technical ineptness
???????? ????????? ??????????
????????? ??????????
???????
???? ??????? ?????????
???????
?????? ?????? ???????
???? ??????? ???????
?
?
?
?
?
?
?
7
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Model of Ethical Dilemmas
Antecedents
Values
Goals
Needs
Abilities
Role of
the
Change
Agent
Role of
the
Client
System
Process
Consequences
Role Episode
Ethical Dilemmas
Role conflict
Role ambiguity
Misrepresentation
Misuse of data
Coercion
Value and goal
conflict
Technical
ineptness
8
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CHAPTER
4
Entering and Contracting
??????? ???????????
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
? Describe the issues associated with entering
into an OD process.
? Describe the issues associated with
contracting for an OD proc
? ??? ??????? ???????? ??????? ?? ????? ????????
.??????????
? ??? ??????? ???????? ???????? ?? ????? ????????
.??????????ess.
2
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Organization Environments and Inputs
?????? ??????? ??????????
? Clarifying the Organizational Issue
? Presenting problem
? Symptoms
? Determining the Relevant Client
? Working power and authority
? Multiple clients — multiple contracts
? Selecting a Consultant
? Expertise and experience
:?????? ?????? ??????????
???? ????????
?????????
:?????? ?????? ????????
???? ????? ????????
? ???? ???????- ?????? ???????
:??????? ???????
??????? ????????
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
?
?
?
?
?
?
?
3
?
Elements of an Effective OD Proposal
Elements
Description
Goals of proposed
project
Descriptive, clear, and concise goals to be
achieved
Proposed process or
action plan
Description of (1) diagnosis, (2) data analysis
process, (3) feedback process, and (4) actionplanning process
Roles and responsibilities What will various leaders, including the OD
Fees, terms, and
practitioner, be held accountable for?
conditions
Recommended
Interventions
Provide change strategies, including
education/training, political influence,
structural interventions, and confrontation of
resistance.
Fees, terms, and
conditions
Outline fees and expenses associated with the
project
4
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Elements of an Effective Contract
?????? ????? ???????
? Mutual expectations are clear
? Outcomes and deliverables
? Publishing cases and results
? Involvement of stakeholders
? Time and Resources
? Access to client, managers, members
? Access to information
? Ground Rules
? Confidentiality
:????????? ????????? ??????
???????? ???????????
???? ??????? ?????????
?????? ????? ????????
:?????? ?????????
??????? ??? ?????? ????????? ?????????
??????? ??? ??????????
:???????? ?????????
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ??????
?
?
?
?
?
?
?
? 5
?
Interpersonal Issues in Entering & Contracting
???????? ??????? ?? ?????? ???????????
? Client Issues
? Exposed and Vulnerable
? Inadequate
? Fear of losing control
? OD Practitioner Issues
? Empathy
? Worthiness and Competency
? Dependency
? Over identification
:?????? ???????
?????? ???????
???? ????
?????? ?? ????? ????????
:?????? ????? ??????? ?????????
???????
???????? ?????????
??????????
????? ?? ????? ???????
?
?
?
?
?
?
?
?
?
6
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CHAPTER
5
Diagnosing
???????
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? Discuss the philosophy and purpose of diagnosis in
organization development (OD).
? Explain the role of diagnostic models in OD,
especially the open-systems model.
? Describe and apply organization-level diagnostic
processes.
? Describe and apply group-level diagnostic
processes.
? Describe and apply individual-level diagnostic
processes.
2
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Diagnosis Defined
Diagnosis is a collaborative process between
organizational members and the OD
consultant to collect pertinent information,
analyze it, and draw conclusions for action
planning and intervention.
???????? ?? ????? ??????? ??? ????? ??????? ????????
? ???????? ???????? ???? ????????? ??? ????? ?????????
.????????? ????????? ??????? ??????? ?? ??????
3
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The Open Systems Model
ENVIRONMENT
INPUTS
Information
Energy
TRANSFORMATIONS
Social Component
Technological
Component
OUTPUTS
Finished Goods
Services
Ideas
FEEDBACK
4
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Properties of Systems
?????? ??????
? Environments
? Inputs, Transformations, and Outputs
? Boundaries
? Feedback
? Alignment
? ?????????
? ??????????? ? ??????????? ? ??????????
? ????????
? ???? ???????
? ????????
5
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Diagnosing Organizational Systems
?????? ????? ??????????
The key to effective diagnosis is
? Know what to look for at each
organizational level
? Recognize how the levels affect each other
… ? ????? ??????? ?????? ????
? ???? ?? ???? ???? ??? ?? ?? ????? ????????
? ?????? ??? ????? ????? ????????? ??? ????? ???????
6
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Organization-Level Diagnostic Model
Inputs
Design Components
Outputs
General
Environment
Task
Environment
Strategy Structure
Technology
Enacted
Environment
Human
Resources
Systems
Management
Processes
Culture
Organization
Effectiveness
e.g.
performance,
productivity,
stakeholder
satisfaction
7
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Group-Level Diagnostic Model
Inputs
Organization
Design
Culture
Design Components
Outputs
Goal Clarity
Team
Effectiveness
Task
Structure
Group
Composition
Team
Functioning
e.g. quality of
work life,
performance
Group
Norms
8
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Individual-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Skill Variety
Individual
Effectiveness
Culture
Group Design
Task
Identity
Autonomy
Task
Significance
Feedback
about
Results
Personal
Characteristics
e.g. job
satisfaction,
performance,
absenteeism,
personal
development
9
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Organization Environments and Inputs
?????? ??????? ??????????
? Environmental Types
? General Environment
? Task Environment and Industry Structure
? Enacted Environment
? Environmental Dimensions
? Rate of Change and Complexity
? Information Uncertainty
:?????? ???????
??????? ???????
????? ????? ????? ????????
??????? ??????? ????
:???????? ????????
????? ??????? ?????????
???? ?????? ??????????
?
?
?
?
?
?
?
10
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Organization Design Components
??????? ????? ????????
? Strategy
? The way an organization uses its resources
(human, economic, or technical) to gain and
sustain a competitive advantage
? Technology
? The way an organization converts inputs into
products and services
? Structure
? The way an organization divides and coordinates
work into and across subunits which assign tasks
to groups or individuals
?
?
?
: ????????????
???????? ???? ?????? ??? ??????? ??????? (??????? ?? ?????????? ?? ???????) ??????? ???? ??????? ??????? ??????
?
: ???????
?
???????? ???? ???? ??? ??????? ???????? ??? ?????? ???????
?
:??????
???????? ???? ???? ??? ??????? ????? ????? ???? ??????? ??????? ?????? ???? ???? ?????? ??? ??????? ?? ??????11
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Organization Design Components
??????? ????? ????????
? Human Resource Systems
? The mechanisms for selecting, developing,
appraising, and rewarding organization members
? Culture
? The basic assumptions, values and norms shared
by organization members
? Represents both an outcome of organization
design and a foundation or constraint to
change
:???? ??????? ????????
?????? ?????? ?????? ?????? ??????? ????? ????????
: ???????
??????????? ?????? ????????? ???????? ???? ???????? ????? ????????
????? “?????” ?????? ??????? ? “??????” ?? “?????” ????????
?
?
?
?
?
12
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Organization-Level Outputs
????????? ??? ????? ????????
Outputs are measures of how well the design
contributes to organization effectiveness on three
kinds of outcomes.
? Organization Performance
? Profits, profitability, stock price
? Productivity
? Cost/employee, cost/unit, error rates, quality
? Stakeholder Satisfaction
? Market share, employee satisfaction, regulation
compliance, sustainability
.????????? ?? ?????? ???? ?????? ??????? ?? ?????? ??????? ?? ????? ????? ?? ????????
????? ????????
???????? ???????? ???? ??????
?????????
? ???????? ? ?????? ??????? ? ???????/ ? ????????? ? ???????/ ?????????
???? ????? ????????
? ???????????? ? ????????? ???????? ? ???? ?????????? ???? ??????
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
?
?
?
?
?
?
?
13
Alignment ????????
? Diagnosis involves understanding each of
the parts in the model and then assessing
how the elements of the strategic
orientation align with each other and with
the inputs
? Organization effectiveness is likely to be
high when there is good alignment
?
?????? ??????? ??? ??? ?? ??? ?? ????? ??????? ??? ?? ????? ??? ????? ??????
??????? ??????????? ?? ????? ????? ??? ?????????
? ??? ??????? ?? ???? ?????? ??????? ????? ????? ???? ???? ?????? ?????
14
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Key Alignment Questions
?????? ???????? ?????????
? Does the organizations strategy fit with
the inputs?
? Do the organization design components
fit with each other to jointly support the
strategy?
? ?? ?????? ?????????? ??????? ?? ???????????
? ?? ?????? ?????? ????? ??????? ?? ????? ????? ???? ???????????? ??????
????????
15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
6
Collecting, Analyzing, and
Feeding Back
Diagnostic Information
???? ?????? ?????? ????????
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
?
Understand the importance of the diagnostic relationship in
the organization development (OD) process.
?
Describe the methods for collecting diagnostic data.
?
Understand the primary techniques used to analyze
diagnostic data.
?
Outline the process issues associated with data feedback.
?
Describe and evaluate the survey feedback intervention.
OD).( ???? ????? ??????? ????????? ?? ????? ????? ????????
?
.??? ??? ??? ???????? ??????????
?
.???? ???????? ???????? ????????? ?????? ???????? ??????????
?
.???? ???????? ??????? ???????? ???????? ?????????
?
.???? ?????? ?????? ?? ??????? ??????
?
2
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The Diagnostic Relationship
???????? ??????????
? Who is the OD Practitioner?
? Why is the practitioner here?
? Who does the practitioner work for?
? What does the practitioner want and why?
? How will the practitioner protect your
confidentiality?
? Who will have access to the data?
? Whats in it for you (the organization)?
? Can the practitioner be trusted?
3
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Data Collection and Feedback Cycle
Establish
Diagnostic
Relationship
& Plan Data
Collection
Core Activities
Collecting
Data
Analyzing
Data
Feeding
Back Data
Following
Up &
Action
Planning
4
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Collecting Data ???? ?????????
? Questionnaires
? Interviews
? Observations
? Unobtrusive Measures
? ?????????????
? ?????????
? ???????????
? ?????? ??? ???????
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Surveys and Questionnaires
????????? ?????????????
? Major Advantages
? Responses can be quantified and summarized
? Large samples and large quantities of data
? Relatively inexpensive
???????? ?????????
????? ???? ?????? ?????????
?????? ????? ?????? ????? ?? ?????????
????? ??????
?
?
?
?
? Major Potential Problems
? Little opportunity for empathy with subjects
? Predetermined questions — no change to change
? Over-interpretation of data possible
? Response biases possible
???????? ???????? ?????????
????? ????? ??????? ?? ??????????
? ?? ????? ????????- ?????? ????? ?????
???????? ?? ????? ???????? ?????
???????? ?????? ?????
?
?
?
?
?
6
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Interviews ?????????
? Major Advantages
? Adaptive — allows customization
? Source of rich data
? Process builds rapport and empathy with subjects
? Major Potential Problems
? Relatively expensive
? Bias in interviewer responses
? Difficult to code and interpret
? Self-report bias possible
7
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Observations ???????????
? Major Advantages
? Collects data on actual behavior, rather than reports of
behavior
? Real time, not retrospective
? Adaptive and objective
? Major Potential Problems
? Difficult to coding and interpret
? Sampling inconsistencies
? Observer bias and reliability can be questioned
? Can be expensive
8
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Unobtrusive Measures
??????? ??? ??????
? Major Advantages
? No response bias
? High face validity
? Easily quantified
? Major Potential Problems
? Privacy, access and retrieval difficulties
? Validity concerns
? Difficult to code and interpret
9
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Sampling ???? ????????
? Sample Size
? Population vs. Sample
? Importance of Sample Size
? Sample Selection
? Random
? Stratified
???? ???????
??????? ????? ???????
?????? ??? ???????
??????? ?????
?????????
?????????
?
?
?
?
?
?
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Analyzing Techniques
?????? ?????????
? Qualitative Tools
? Content Analysis
? Force-field Analysis
? Quantitative Tools
? Descriptive Statistics
? Measures of Association (e.g., correlation)
? Difference Tests
11
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Force-Field Analysis of Work Group
Performance
Forces for Change
Better raw materials
Competition from other groups
Supervisor pressures
Group performance norms
Fear of change
Member complacency
Desired Performance
New technology
Forces for Status Quo
Well-learned skills
12
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Feeding Back Data
?????? ???????? ??? ?????
The success of data feedback depends largely on
its ability to arouse organizational action and to
direct energy toward problem solving.
Both the content and process of data feedback
impact whether the organization will be
energized to act.
?????? ???? ??????? ???????? ??? ?? ???? ??? ?????? ??? ????? ????? ???????? ?????? ?????? ??? ???
.??????????
.??? ?? ??????? ?????? ??????? ???????? ???? ??? ?? ??? ??? ???? ????? ??????? ??????
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Content of Feedback
?????? ??????????
? Relevant
? Understandable
? Descriptive
? Verifiable
? Timely
? Limited
? Significant
? Comparative
? Unfinalized
??? ????
???????
??????
????? ?????? ?????
??? ?????
?
???????
??????
????????
Unfinalized
?
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
?
?
?
?
?
?
?
14
Effects of Feedback
FEEDBACK OCCURS
No
Change
NO
Is there energy created
by the feedback?
YES
Energy
to deny or
fight data
Anxiety,
resistance,
no change
Energy to use
data to identify and
solve problems
What is the direction
of the feedback?
Failure,
frustration,
no change
NO
Do structures and
processes turn energy
into action?
YES
Change
15
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Effective Feedback Meetings
????????? ???? ????? ????????
? People are motivated to work with the
data
? The meeting is appropriately structured
? The right people are in attendance
? Knowledge of issues
? Ownership and interest
? Power and Influence
? The meeting is facilitated
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Steps in Survey Feedback
?????? ?? ??????? ??????
? Members involved in designing the survey
? The survey is administered to the
organization
? The data is analyzed and summarized
? The data is presented to the stakeholders
(top-down or bottom-up)
? The
