Organization Development and Change

Chapter One:
Introduction to
Organization Development

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter One
• To provide a definition of Organization
Development (OD)
• To distinguish OD and planned change
from other forms of organization change
• To describe the historical development of
OD
• To provide an outline of the book
Cummings & Worley 7e. (c) 2001 1-2
South-Western College Publishing
 Burke’s Definition of OD

OD is a planned process of change in

an organization’s culture through the
utilization of behavioral science
technology, research, and theory.
utilization‫‌بكارگيري‬

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South-Western College Publishing
 French’s Definition of OD
OD refers to a long-range effort to
improve an organization’s problem-
solving capabilities and its ability to
cope with changes in its external
environment with the help of external
or internal behavioral-scientist
consultants.
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 Beckhard’s Definition of OD
OD is an effort (1) planned, (2)
organization-wide, 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.

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 Beer’s 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; (2) developing new and creative organizational
solutions; and (3) developing the organization’s self-
renewing capacity. It occurs through collaboration of
organizational members working with a change agent
using behavioral science theory, research, and
technology.
‫ تجدید کردن‬، ‫ تناسب‬، ‫آسيب شناسی‬
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Organization Development is...
a system-wide application of behavioral
science knowledge to the planned
development, improvement, and
reinforcement of the strategies,
structures, and processes that lead to
organization effectiveness.
‫ تقویت‬،‌
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 Five Stems of OD Practice
Laboratory Training

Action Research/Survey Feedback

Current Practice
Participative Management

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000

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Part I: Overview of the Book
The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter 3)

Part II: The Process of Organization Development

Entering & Diagnosing Diagnosing Collecting
Contracting Organizations Groups & Jobs Diagnostic
(Chapter 4) (Chapter 5) (Chapter 6) Information
(Chapter 7)
Feeding Back Designing OD Managing Evaluating &
Diagnostic Data Interventions Change Institutionalizing
(Chapter 8) (Chapter 9) (Chapter 10) Change
(Chapter 11)

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South-Western College Publishing
Part III: Part IV: Part V: Part VI:
Human Techno- Human Strategic
Process structural Resources Interventions
Interventions Interventions Management
Interventions Organization and
Interpersonal Restructuring Environment
and Group Organizations Performance Relationships
Process (Chapter 14) Management (Chapter 19)
Approaches (Chapter 17)
(Chapter 12 Employee Organization
Involvement Developing and Transformation
Organization (Chapter 15) Assisting (Chapter 20)
Process Members
Approaches Work Design (Chapter 18)
(Chapter 13) (Chapter 16)

Part VII: Special Topics in Organization Development

Organization Development OD in Different Types Future Directions
in Global Settings of Organizations in OD
(Chapter 21) (Chapter 22) (Chapter 23)
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