Organization development (OD) is a deliberately planned effort to increase an organization's relevance and viability. Vasudevan has referred to OD as, future readiness to meet change, thus a systemic learning and development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, shrinking or exploding market opportunities and ensuing challenges and chaos. OD is the framework for a change process designed to lead to desirable positive impact to all stakeholders and the environment. OD can design interventions with application of several multidisciplinary methods and research besides traditional OD approaches. Contents [hide] * 1 Overview * 1.1 History * 1.2 Core Values * 1.3 Change agent * 1.4 Sponsoring organization * 1.5 Applied behavioral science * 1.6 Systems context * 2 Improved organizational performance * 2.1 Organizational self-renewal * 3 Understanding organizations * 3.1 Modern development * 4 Action research * 5 Important figures * 6 OD interventions * 7 See also * 8 Further reading * 9 References
The purpose of OD is to address perennial evolving needs of successful organizations - a concerted collaboration of internal and external experts in the field to discover the process an organization can use to become more stakeholder effective. OD is a lifelong, built-in mechanism to improve immunity of organization's health to renew itself inclusive principles, often with the assistance of a change agent or catalyst and the use of enabling appropriate theories and techniques from applied behavioral sciences, anthropology, sociology, and phenomenology. Although behavioral science has provided the basic foundation for the study and practice of OD, new and emerging fields of study have made their presence felt. Experts in systems thinking and organizational learning, mind maps, body mind synchronicity, structure of intuition in decision making, and coaching (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization. More importantly, the term change agent or catalyst is synonymous with the notion of a leader who is engaged in leadership - a transformative or effectiveness process - as opposed to management, a more incremental or efficiency based change methodology. Organization development is an ongoing, systematic process of implementing effective organizational change. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. Organization development is a growing field that is responsive to many new approaches including Positive Adult Development. History
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamicsand action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-groups and group-based OD emerged. Kurt Lewin played a key role in the evolution of organization development as it is known today. As early...
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5. ^ Newton Margulies (1972). Organizational Development: Values, Process, and Technology. New York, NY: McGraw-Hill Book Co.. pp. 3.
6. ^ a b Richard Beckhard (1969). Organization development: strategies and models. Reading, Mass.: Addison-Wesley. p. 114. ISBN 0-87620-540-6. OCLC 39328.
7. ^ a b c Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 219–222. ISBN 0-87620-540-6 9780876205402.OCLC 2299496.
9. ^ Bradford, D.L. & Burke, W.W. eds, (2005). Organization Development. San Francisco: Pfeiffer.
10. ^ Bradford, D.L. & Burke, W.W.(eds), 2005, Reinventing Organization Development. San Francisco: Pfeiffer.
11. ^ deKler, M. (2007). Healing emotional trauma in organizations: An O.D. Framework and case study. Organizational Development Journal, 25(2), 49-56.
12. ^ a b c Kurt Lewin (1958). Group Decision and Social Change. New York: Holt, Rinehart and Winston. p. 201.
13. ^ a b c Richard Arvid Johnson (1976). Management, systems, and society: an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 224–226. ISBN 0-87620-540-6. OCLC 2299496.
14. ^ Wendell L French; Cecil Bell (1973). Organization development: behavioral science interventions for organization improvement. Englewood Cliffs, N.J.: Prentice-Hall. chapter 8. ISBN 0-13-641662-4.OCLC 314258.
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