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    Organizational Development Theory

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    Ronald Tres Reyes
    Organizational Development (OD) is a field dedicated to expanding knowledge and effectiveness to accomplish organizational change and performance. [1] OD involves continuous diagnosis, planning, implementation and evaluation to improve an organization's ability to solve problems and manage change. [2] OD emerged from human relations studies in the 1930s recognizing how organizational structures influence behavior. [3] Recent work on OD focuses on aligning organizations with changing environments through organizational learning, knowledge management and transforming norms and values.

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    Organizational Development Theory

    Uploaded by

    Ronald Tres Reyes
    28 views4 pages
    Organizational Development (OD) is a field dedicated to expanding knowledge and effectiveness to accomplish organizational change and performance. [1] OD involves continuous diagnosis, planning, implementation and evaluation to improve an organization's ability to solve problems and manage change. [2] OD emerged from human relations studies in the 1930s recognizing how organizational structures influence behavior. [3] Recent work on OD focuses on aligning organizations with changing environments through organizational learning, knowledge management and transforming norms and values.

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    Organizational Development (OD) is a field dedicated to expanding knowledge and effectiveness to accomplish organizational change and performance. [1] OD involves continuous diagnosis, planning, implementation and evaluation to improve an organization's ability to solve problems and manage change. [2] OD emerged from human relations studies in the 1930s recognizing how organizational structures influence behavior. [3] Recent work on OD focuses on aligning organizations with changing environments through organizational learning, knowledge management and transforming norms and values.

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    © All Rights Reserved
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    28 views4 pages

    Organizational Development Theory

    Uploaded by

    Ronald Tres Reyes
    Organizational Development (OD) is a field dedicated to expanding knowledge and effectiveness to accomplish organizational change and performance. [1] OD involves continuous diagnosis, planning, implementation and evaluation to improve an organization's ability to solve problems and manage change. [2] OD emerged from human relations studies in the 1930s recognizing how organizational structures influence behavior. [3] Recent work on OD focuses on aligning organizations with changing environments through organizational learning, knowledge management and transforming norms and values.

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    © All Rights Reserved
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    of 4

    Organizational Development Theory

    Organizational Development (OD) is a field of research, theory, and practice


    dedicated to expanding the knowledge and effectiveness of people to
    accomplish more successful organizational change and performance.

    OD is a process of continuous diagnosis, action planning, implementation


    and evaluation, with the goal of transferring knowledge and skills to
    organizations to improve their capacity for solving problems and managing
    future change.

    History and Application of Organizational Development Theory

    OD emerged out of human relations studies from the 1930s where


    psychologists realized that organizational structures and processes influence
    worker behavior and motivation.

    Lewin's work in the 1940s and 1950s also helped show that feedback was a
    valuable tool in addressing social processes.

    More recently, work on OD has expanded to focus on aligning organizations


    with their rapidly changing and complex environments through
    organizational learning, knowledge management and transformation of
    organizational norms and values.

    Key Concepts of Organizational Development Theory

    Organizational Climate

     Defined as the mood or unique "personality" of an organization.


     Attitudes and beliefs about organizational practices create
    organizational climate and influence members' collective behavior.

     Climate features and characteristics may be associated with employee


    satisfaction, stress, service quality and outcomes and successful
    implementation of new programs. Climate features and characteristics
    include:

    o Leadership, openness of communication, participative


    management, role clarity, and conflict resolution, leader support
    and leader control.

    Organizational Culture

    Deeply seated norms, values and behaviors that members share.

    The five basic elements of culture in organizations include:

    1. Assumptions

    2. Values

    3. Behavioral norms

    4. Behavioral patterns

    5. Artifacts

    The subjective features (assumptions, values and norms) reflect members'


    unconscious thoughts and interpretations of their organizations.

    The subjective features shape the behaviors and artifacts take on within
    organizations
    Organizational Strategies

    A common OD approach used to help organizations negotiate change, i.e.


    action research, consists of four steps.

    1. Diagnosis

     Helps organization identify problems that may interfere with its


    effectiveness and assess the underlying causes

     Usually done by OD enlisting the help of an outside specialist to


    help identify problems by examining its mission, goals, policies,
    structures and technologies; climate and culture; environmental
    factors; desired outcomes and readiness to take action.

     Usually done through key informant interviews or formal surveys


    of all members.

    2. Action planning

     Strategic interventions for addressing diagnosed problems are


    developed.

     The organization is engaged in an action planning process to


    assess the feasibility of implementing different change strategies
    that lead to action.

    3. Intervention

     Change steps are specified and sequenced, progress monitored,


    and stakeholder commitment is cultivated.

    4. Evaluation

     Assess the planned change efforts by tracking the organization's


    progress in implementing the change and by documenting its
    impact on the organization.
    Dr. Karen Glanz, 2002

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