CHAPTER 1 : INTRODUCTION TO ORGANITION
DEVELOPMENT
DEFINITION OF ORGANIZATION
DEVELOPMENT
1) WARNER BURKE (1982)
 Using behavioural science technology,
research and theory to change an
organization’s culture
 Focus on culture as the target of change
2) WENDELL FRENCH (1969)
 Gradually imporving an orgaization’s
problem solving capabilitie with the help
of external or internal behavioural-scientis
consultants
 Concerned with OD’s long term focus and
the use of consultants
3) RICHARD BECKHARD (1969)
 Planned, organization-wide, and managed
from the top to increase organization
effectiveness adn health through planned
interventions in the orgaizations’s
processes’, using behavioural science
knowledge
 The definition adress the process of OD
4) MICHAEL BEER (1980)
 A system-wide process fo data collection
adn analysis. Real development occures
when an organization works actively with
a change agent
 The definition adress the process of OD
5) DEXTER DUNPHY & DOUG STACE (1994)
 A soft approach that describes a process
of change undertaken incrementally
6) WARNER BURKE & DAVID BRADFORD
 Based on a set of values, largely
humanistic, application of the behvioral
sciences and open system theory, OD is a
system wide porcess of planned change
aimed toward improving overall
organization effectiveness by way of
enhanced congruence of such key
organization dimensions as external
environment, mission, strategy, etc..
 The definition broadens the range and
interest of OD
*Worley and Feyerherm suggest that for a
process to be called organization
development:
i. It must focus on or result in the
change of some aspect of the
organizational system
ii. There must be learning or the transfer
of knowledge or skill to the
organization
iii. There must be evidence of
improvement in or an intention to
improve the effectiveness of the
organization
ORGANIZATIONAL DEVELOPMENT
 Od is refer to applying behavioural science
knowledge to the strategies and
structures that lead to organizational
effectiveness
i. OD applies to changes in strategy,
structure and process of an entire
system such as orgnaization,
department or work group
- A change program aim at modifying
organization’s strategy
ii. OD is based on application and
transfer of behavioral science
knowledge and practice, include
microconcepts such as leadership,
group dynamics and work design and
macroapproach such as strategy,
 organization design adn culture DIFFERENT BETWEEN OD AND OT
change
- To neglect the personal and social
characteristics of a system.

iii. OD concern wih managing planned

change
- OD is more adaptive process for
planning and implementing change
than a blueprint for how things should
be done

iv. OD involves the design,

implementation and subsequent
reinforcement of change
- It moves beyond the initial efforts to
implement a change program to a
longer term concern for making sure
the new activites sustain within the
organization
v. OD is oriented to improving
organizational effectiveness
- To solve its own problem and
continually improve itself which OD
helps organization members gain skill
and knowledge to conduct these
activities by involve them in the
change process
ORGANIZATIONAL TRANSFORMATION
 OT is a type of change process that
perceived as volatile and reactive to
environmental forces. OT require short
term strategies with the intention to
stabilise in the long term reverting back to
using OD methodologies.
OD CHARACTERISTIC
1) Planned
 OD is more adaptive process for planning
and implementing change than a blueprint
for how things should be done
 It involves planning to diagnose and solve
organization problems
2) Incremental
 OD is the preferred option for
organisations that wish to continually
improve their products and services in an
incremental manner.
3) Proactive
 OD as it may be implemented proactively
(take action to improve) and gradually
therefore minimise the disturbance within
the organization
4) Long Term
 Requires initial effort and long term
concern for making sure the new activities
sustain within organization
5) Internal Focus
 Focus is on building the organisation’s
ability to assess its current functioning and
to achieve its goals
6) Total System
 OD is oriented to improving the total
system by which the organisation and its
 parts in the context of the larger
environment that impacts on them
OT CHARACTERISTIC
1) Unplanned
 The organization does not planning for
any change that need to be conducted to
adapt with the current situation. Such as
the organization required to sell their
assets when their loss are extremly high.
2) Dramatic
 The current situation enforce the
organization to dramatically change the
entire of the system or management to
ensure their sustainability. Such as the
organization need to hire foreign people
to do the manual work as minimum wages
is implemented.
3) Reactive
 The organization only take action on
current event. Such as when economic
downturn by which employers tend to
terminate the employees.
4) Short Term
 The organization need to put their effort
in order to achieve the short term goal.
Such as in order to enter the global
market, they need to control the local
market first by keep improving their
product or services.
5) External Focus
 Response to external pressures that may
contribute threat or opportunites to the
organization. Such as using an advanced
system in terms of maximizing the
production to growth faster than their
competitors.
6) Specific Focus
 The organization are tend to focus on the
problems that avoid them to achieve their
goals. For example: To increase the
customer satisfaction, they need to
change from manual system to automatic
system which is faster and easier.
WHAT SHAPE ORGANIZATIONAL CHANGE?
1. GLOBALIZATION
 Globalization trend require organization
to change and develop in order to sustain
in the industry
 E.g: Volkswagen plan to be no. 1 car
provider in the world by 2018. They
collaborate with DRB Hicom to assemble
VW car in Pekan, Pahang
 Globalization opens new market and
sources of innovation and capital for
organizations, but the risk of economic
problem in one sector spread rapidly to
other sectors
2. INFORMATION TECHNOLOGY
 The emergence of new technology
changing how works is performed and
knowledge is used
 E.g: The emergence of technology in
managing employee’s information force
the organization to change the human
resource information system.
 Internet has enabled new forms of work
such as virtual teams and telecommuting
which has enable many companies to
outsource customer service functions .
3. MANAGERIAL INNOVATION
 Due to the globalization and emergence of
new technology, organization has to
innovate their management to suit with
the current requirement.
 E.g: Need of having strategic alliances,
networks, virtual corporation, distribution
that provide organizations with new ways
of thinking about how to manufacture
goods and deliver services.
 Change innovation such as downsizing, or
reengineering can reduce the size of
organization and increase their flexibility
 Involving employees in key decisions and
paying for performance
 HISTORY OF OD  4 types management system suggested by
Rensis Likert to describe the relationship,
5 Major that develop OD practices:
involvement, and roles of managers and
i. LABORATORY TRAINING subordinates in industrial settings:
 OD emerge from the development of a) Exploitive authoritative system
training group (also known as T-Group) - An autocratic, top down approach to
pioneered by Kurt Lewin and other leadership
research team members. - managers tend to use threats, fear,
 The participants will discuss and learn and punishment to motivate their
from the interactions, personal growth, workers.
leadership and group dynamics. - Little interaction between employer
and employee
 2 conclusions from the experiment:
- Decision making primarily made by
 Group interaction is a rich learning
top management
experience
b) Benevolent authoritative system
 Group building process has the
- Employees are allowed a little more
potential for learning to be occurred
interaction, communication and
and transferred to the back home
decision making BUT within limited
situation.
boundaries defined by management
 The practical aspects of T-groups
- Major policy decisions are still left to
techniques become known as team
those at the top.
building - a process for helping work
c) Consultative system
gorups become more effective in
- Greater employee interaction,
accomplish task adn satisfying member
communication and decision making.
needs
- Managers will talk to their
 Expansion of the T-Group into difference
subordinates about problems and
businesses, situations, industry introduced
action plans before they set
the term ‘OD’.
organizational goals.
- Management still make major
ii. ACTION RESEARCH
decision
 Action research began in the 1940s when
- Productivity is good, and employee
John Collier, Kurt Lewin and William
are moderately satisfied with
Whyte discovered that research must be
organization
closely link to action in managing change.
d) Participative group system
 Action research involve a few different
- managers and staff involved in all
steps such as determining the problem,
levels of decision making
data collection, data analyses, feeding
- Work groups are highly involved in
back the data, take action.
setting goals, decision making,
improving methods and appraising
iii. PARTICIPATIVE MANAGEMENT
results.
 Participative management emerge from
- Managers are fully aware of the
the belief that human relation approach is
problems that go on in the lower-
one of the best way to manage
levels of the organization.
organization.
 - All organizational goals are accepted IMPORTANT ROLES OF OD
by everyone because they were set
through group participation. 1. OD (through its model and theories) helps
- There is a high level of responsibility the organization to plan change.
and accountability of the 2. Provide a lot more opportunities to those
organizational goals in all of the who plan a professional career in the field
employees. (internal or external consultant).
- Achieve high level of productivity,
quality and member satisfaction 3. To create awareness among organizations
towards internal and external challenges
iv. PRODUCTIVITY AND QUALITY OF WORK and help the organization to be more
LIFE flexible, adaptable and effective.
 The concept of OD has been broaden
4. By understanding OD, it provides the
when Eric Trist and colleagues found that
required skills for manager and
technical and human relations are
subordinates to diagnose complex
interrelated
problems and find solutions.
 This led to the participative decision
(union and management) in WORK
DESIGN that affect greater satisfaction
and productivity by employee.
 Quality work life will keep employee
motivated by a combination of good
reward, conducive working environment,
challenging project etc.
 And now, Quality work life receives a lot
of attention among global players as a
strategy for OD

v. STRATEGIC CHANGE
 Nowadays, organization facing a lot more
challenges such as emergence of new
technology, complexity of political and
social environment. These new trends
require strategic perspective from OD +
planned change.
 What is strategic perspective? It is an
ALIGNMENT in an organization’s
environment, strategy and organization
design.
 These situations influenced OD practice
such as OD practitioners must have the
technical skills to develop organization, do
research and survey feedback.