CHAPTER

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.

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 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.

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 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
(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
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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.

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 Five Stems of OD Practice

Laboratory Training

Current Practice
Action Research/Survey Feedback

Normative Approaches

Quality of Work Life

Strategic Change
1950 1960 1970 1980 1990 2000 Today
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 Overview of the Book

Part 1: Overview of the Book

The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter 3)

Part 2: The Process of Organization Development

Entering & Diagnosing Collecting, Analyzing, and
Contracting (Chapter 5) Feeding Back Diagnostic
(Chapter 4) Information (Chapter 6)
Designing Managing Change Evaluating and
Interventions (Chapter 8) Institutionalizing OD
(Chapter 7) Interventions
(Chapter 9)

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 Overview of the Book
Part 3: Part 4: Part 5: Part 6:
Human Process Technostructural Human Resource Strategic Change
Interventions Interventions Management Interventions
Interventions
Interpersonal and Restructuring Transformational
Group Process Organizations Performance Change
Approaches (Chapter 12) Management (Chapter 18)
(Chapter 10) (Chapter 15)
Employee
Developing Talent Continuous Change
Organization Involvement
(Chapter 16) (Chapter 19)
Process Approaches (Chapter 13)
(Chapter 11) Transorganizational
Managing Workforce
Work Design
Diversity and Change
(Chapter 14)
Wellness (Chapter 20)
(Chapter 17)

Part 7: Special Applications of Organization Development

Organization Development OD in Health Care, Future Directions
for Economic, Ecological School Systems, the Public in Organization Development
and Social Outcomes Sector, and Family-Owned (Chapter 23)
(Chapter 21) Businesses
(Chapter 22)
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