Organizational Development - Vol. V, Part II

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Chapter 1 What Is Organization <strong>Development</strong>? 15 5. When you are prepared to write a response or an analysis, ask yourself whether you have addressed the central questions asked by the case and whether you have clearly stated the issues to the client. Once your response is written, could you send that, in its present form, to the client described in the case? In that regard, is the analysis professionally written and well organized to communicate unambiguously to the client? Will the client understand how and why you reached these conclusions? 6. As you write your analysis, ask yourself how you know any particular fact or interpretation to be true and whether you have sufficiently justified your interpretation with actual data. Instead of boldly stating that “managers are not trained for their roles,” you could write, “Only 2 of 10 managers had attended a management training course in the past 5 years, leading me to conclude that management training has not been given a high priority.” The latter uses data and makes the interpretation explicit; the former is likely to invite criticism or defensiveness from a client. This does not mean that directness is not appropriate, only that it must follow from the evidence. We will describe the considerations of the feedback process in depth in this book. 7. When you have finished your own thinking and writing about the case, and after you have had the opportunity to discuss the case and options for action with classmates, take the time to write down your reflections from the experience (Ellet, 2007). What did you learn? What principles might apply for the next time you are confronted with these choices? Today’s organizations are experiencing an incredible amount of change. Organization development is a field of academic study and professional practice that uses social and behavioral science knowledge to develop interventions that help organizations and individuals change successfully. It is a field practiced in almost all kinds of organizations that you can imagine, from education to health care, from government to small and large businesses. Changes that OD practitioners address are diverse as well, addressing organizational structures and strategies, team effectiveness, and much more. OD is not management consulting or training and development, and it is neither short term nor the mere application of a standard procedure or toolkit. OD practitioners can include many kinds of people for whom organizational change is a priority, such as managers and executives, project managers, and organizational members in a variety of roles. Summary For Further Reading Beckhard, R. (1969). Organization development: Strategies and models. Reading, MA: Addison-Wesley. Burke, W. W. (2008). A contemporary view of organization development. In T. G. Cummings (Ed.), Handbook of organization development (pp. 13–38). Thousand Oaks, CA: Sage.
16 ORGANIZATION DEVELOPMENT Egan, T. M. (2002). Organization development: An examination of definitions and dependent variables. Organization <strong>Development</strong> Journal, 20(2), 59–71. Marshak, R. J. (2006). Organization development as a profession and a field. In B. B. Jones & R. Brazzel (Eds.), The NTL handbook of organization development and change: Principles, practices, and perspectives (pp. 13–27). San Francisco: Pfeiffer.
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The Advocacy Foundation Professiona
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The Advocacy Foundation, Inc. Helpi
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Biblical Authority ______ 1 Peter 5
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Table of Contents Evidence-Based Pr
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Introduction Organization Developme
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Historical Perspectives & Core Valu
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3. Strengthening inter-personnel tr
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Organizational Self-Renewal The ult
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principal elements of this stage in
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and continues indefinitely during m
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Executive Development Executive dev
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Assessment Capability Requiremen
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The purpose of the function is to d
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Leadership Development Leadership D
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ings positive results. This approac
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Group Dynamics Group Dynamics is a
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Jacob L. Moreno Jacob L. Moreno was
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3. Enabling structure: which result
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States who tries to balance these d
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can also generate extremely negativ
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Further to Triplett‘s observation
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exaggerate and overgeneralize the d
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2010s In 2010, based on her book "R
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Change management processes should
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Organizational Culture Diagnostics
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Types Several methods have been use
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These dimensions refer to the impac
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interviewing the organization's mem
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According to Schein (1992), the two
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High employee motivation and loyalt
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Competing values produce polarities
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The four Passive/Defensive cultural
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climate of fear may be the result.
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multi-carriage train, which allows
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emarkable levels of inertia. Cultur
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eneficial, as part of the change pr
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critical management studies, she cr
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customers. Only after the organizat
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Business Process Re-Engineering Top
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Page 95 and 96: Succession Planning is a process fo
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Page 103 and 104: Two Models Organizational ambidexte
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Page 117 and 118: Notes _____________________________
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