Organization development - Knowledge (XXG)

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changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. de Klerk (2007) suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning...

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the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically. Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not pursued as rigorously as in the laboratory, is nevertheless an integral part of the process. Action research also sets in motion a long-range, cyclical, self-correcting mechanism for maintaining and enhancing the effectiveness of the client's system by leaving the system with practical and useful tools for self-analysis and self-renewal.

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these "stranger labs" to the actual situation "back home". This required a transfer between two different cultures, the relatively safe and protected environment of the T-group (or training group), and the give-and-take of the organizational environment with its traditional values. This led the early pioneers in this type of learning to begin to apply it to "family groups"—that is, groups located within an organization. From this shift in the locale of the training site and the realization that culture was an important factor in influencing group members (along with some other developments in the behavioral sciences) emerged the concept of organization development.

1786:, even though such revelations could be constructive. In an inhibited atmosphere, therefore, necessary feedback is not available. Also, trying out new ways may be viewed as risky because it violates established norms. Such an organization may also be constrained because of the law of systems: If one part changes, other parts will become involved. Hence, it is easier to maintain the status quo. Hierarchical authority, specialization, span of control, and other characteristics of formal systems also discourage experimentation. 1489:, improved skill in dealing with destructive conflict, as well as developing improved levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man—that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method—inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results. 1376:

comprehensive knowledge of human behavior, supported by a number of intervention techniques (to be discussed later). The change agent can be either external or internal to the organization. An internal change agent is usually a staff person who has expertise in the behavioral sciences and in the intervention technology of OD. Beckhard reports several cases in which line people have been trained in OD and have returned to their organizations to engage in successful change-assignments.

1207:(1939-1945), Lewin experimented with a collaborative change-process (involving himself as a consultant and a client group) based on a three-step process of planning, taking action, and measuring results. This was the forerunner of action research, an important element of OD, which will be discussed later. Lewin also initiated a learning method known as laboratory training, or T-groups. After Lewin's death in 1947, his close associates helped to develop survey-research methods at the 1688:. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health or to effect necessary changes in its own behavior. "Structured activities" mean such diverse procedures as experiential exercises, questionnaires, attitude surveys, interviews, relevant group discussions, and even lunchtime meetings between the change agent and a member of the client 3093: 1647:

would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps are carried out on the job as part of the transformation stage.

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trying out new forms of behavior in an effort to understand and cope with the system's problems. (There is inevitable overlap between the stages since the boundaries are not clear-cut and cannot be in a continuous process). The results stage is a period of refreezing, in which new behaviors are tried out on the job and, if successful and reinforcing, become a part of the system's repertoire of problem-solving behavior.

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isolation; the principle of interdependency—that change in one part of a system affects the other parts—is fully recognized. Thus OD interventions focus on the total cultures and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of the influences of groups rather than of personalities.

1462:, the change agent's main function is to help the organization define and solve its own problems. The basic method used is known as action research. This approach, which is described in detail later, consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the client group, action planning based on the data, and taking action. 1040: 1528:

consistent with the systems concept of feedback as a regulatory and corrective mechanism. To this end, OD scholars and practitioners use tools such as simulations with their clients, to be used in workshops and classroom settings. One example of a self-renewal simulation, authored by researchers from Cornell University and Indiana University, can be found here (see citation).

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A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance. The change agent is a behavioral scientist who knows how to get people in an organization involved in solving their own problems. A change agent's main strength is a

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closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. The action stage is a period of change, that is,

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With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint. For example, deKlerk (2007) writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual

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As formerly practiced (and occasionally still practiced for special purposes), laboratory training was conducted in "stranger groups"—groups composed of individuals from different organizations, situations, and backgrounds. A major difficulty developed, however, in transferring knowledge gained from

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conducted the first large-scale experiments in Organization Development in the late fifties. He also founded the first doctoral program in organizational behavior at Case Western State University, and his colleague, Robert Blake, was also influential in making the term "organizational development" a

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OD deals with a total system—the organization as a whole, including its relevant environment—or with a subsystem or systems—departments or workgroups—in the context of the total system. Parts of systems—for example, individuals, cliques, structures, norms, values, and products—are not considered in

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can be effective change-agents within their own organizations if they are strongly committed to "knowledge leadership" targeted towards organizational development. In their three-year study of UK healthcare organizations, the researchers identified three different mechanisms through which knowledge

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Action research is problem-centered, client-centered, and action-oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and

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summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together. The principal elements of this stage

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and later elaborated and expanded on by other behavioral scientists. Concerned with social change and, more particularly, with effective, permanent social change, Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are

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workgroups allow the members of a work team to manage, control, and monitor all facets of their work, from recruiting, hiring, and new employees to deciding when to take rest breaks. An early analysis of the first-self-managing work groups yielded the following behavioral characteristics (Hackman,

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As objectives of organizational development are framed keeping in view specific situations, they vary from one situation to another. In other words, these programs are tailored to meet the requirements of a particular situation. But broadly speaking, all organizational development programs try to

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Organization development as a practice involves an ongoing, systematic process of implementing effective organizational change. OD is both a field of applied science focused on understanding and managing organizational change and a field of scientific study and inquiry. It is interdisciplinary in

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The second stage of action research is the action, or transformation, phase. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization. As shown in Figure 1, feedback at this stage

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The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This includes improved interpersonal and group processes, more effective communication, and enhanced ability to cope with organizational problems of all kinds. It also

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of individuals through those designed to deal with teams and groups, intergroup relations, and the total organization. There are interventions that focus on task issues (what people do), and those that focus on process issues (how people go about doing it). Finally, interventions may be roughly

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The third stage of action research is the output, or results, phase. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary

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The ultimate aim of OD practitioners is to "work themselves out of a job" by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is

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The failure of off-site laboratory training to live up to its early promise was one of the important forces stimulating the development of OD. Laboratory training is learning from a person's "here and now" experience as a member of an ongoing training group. Such groups usually meet without a

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The use of new technologies combined with globalization has also shifted the field of organizational development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a

1692:. Every action that influences an organization's improvement program in a change agent-client system relationship can be said to be an intervention. The change agent may opt for setting up an episodic intervention organization within the client organization as part of the OD action plan. 1421:

One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a "helping relationship". Some believe that the change agent is a physician to the organization's ills; that s/he does not examine the "patient", make a

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The change agent may be a staff or line member of the organization who is schooled in OD theory and technique. In such a case, the "contractual relationship" is an in-house agreement that should probably be explicit with respect to all of the conditions involved except the fee.

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Wendell L French and Cecil Bell defined organization development (OD) at one point as "organization improvement through action research". If one idea can be said to summarize OD's underlying philosophy, it would be action research as it was conceptualized by

2472: 1242:, and self-serving behavior typically arise in such a group. The members have an opportunity to learn something about themselves and to practice such skills as listening, observing others, and functioning as effective group members. 1595:) to help organizations go beyond performance and align strategy, organizations, and individuals and argued that fundamental challenges such as robotics, artificial intelligence, and genetics prefigure a regeneration of the field. 1591:

transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools. Bob Aubrey (2015) introduced KDIs (

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must actively seek help in finding a solution to his problems. This indicates a willingness on the part of the client organization to accept help and assures the organization that management is actively concerned.

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more likely to adopt new ways. "Rational social management", he said, "proceeds in a spiral of steps, each of which is composed of a circle of planning, action, and fact-finding about the result of action".

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Fischer M.D. Dopson, S. Fitzgerald, L. Bennett, C. Ferlie, E. Ledger, J. & McGivern, G. (2015) "Knowledge leadership: Mobilizing management research by becoming the knowledge object" Human Relations,

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Lyles, M. A., Near, J. P., & Enz, C. A. (1992). A simulation for teaching skills relating to organizational self-renewal . Retrieved from Cornell University, School of Hotel Administration site:

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with a vehicle for introducing change systematically by applying a broad selection of management techniques. This, in turn, leads to greater personal, group, and organizational effectiveness.

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Schultz, Diane P. Schultz, Sydney Ellen (2006) Psychology and work today: and introduction to industrial and organizational psychology (9th ed.) Upper Saddle River, NY: Prentice Hall p262.

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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

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Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. Controls are interim measurements, not the basis of managerial strategy.

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making individuals in the organization aware of the vision of the organization. Organizational development helps in making employees align with the vision of the organization

1154:. 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 2813: 1655:). Major adjustments and reevaluations would return the OD project to the first, or planning, a stage for basic changes in the program. The action-research model shown in 1746:

People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change.

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Helpful mechanism: What must the organization attend to in order to survive and thrive—procedures such as planning, control, budgeting, and other information systems.

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or someone authorized by top management is aware that a problem exists and has decided to seek help in solving it. There is a direct analogy here to the practice of

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system a safe climate for learning and change. In a favorable climate, human learning builds on itself and continues indefinitely during man's lifetime. Out of new

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specific agenda. Their purpose is for the members to learn about themselves from their spontaneous "here and now" responses to an ambiguous situation. Problems of

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Purposes: The organization members are clear about the organization's mission and purpose and goal agreements, whether people support the organization's purpose.

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and in growing numbers of universities and private consulting-firms across the country. Leading universities offering doctoral-level degrees in OD include

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The change agent is to be prepared for having to address all of the above hazards and obstacles. Some of the things which will help the change agent are:

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Organization Development allows businesses to construct and maintain a brand new preferred state for the whole agency. Key concepts of OD theory include:

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Structure: How is the organization's work divided up? The question is whether there is an adequate fit between the purpose and the internal structure.

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leaders actively "transposed", "appropriated" or "contended" change concepts, effectively translating and embedding these in organizational practice.

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in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically.

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classified according to which change mechanism they tend to emphasize: for example, feedback, awareness of changing cultural norms, interaction and

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Relationship: Between individuals, between units or departments that perform different tasks, and between the people and requirements of their jobs.

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Weisbord, Marvin. (1987). Productive Workplace: Organizing and managing for dignity, meaning and community. Jossey-Bass Publishers, San Francisco.

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deKler, M. (2007). Healing emotional trauma in organizations: An O.D. Framework and case study. Organizational Development Journal, 25(2), 49-56.

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adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (see

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encouraging every individual to participate in the process of planning, thus making them feel responsible for the implementation of the plan

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providing opportunities for people in organizations to influence the way in which they relate to work, the organization, and the environment

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Employees manage their performance and take corrective action when necessary to improve their and the performance of other group members.

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The initiative for OD programs often comes from an organization that has a problem or anticipates facing a problem. This means that top

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Decision making in a healthy organization is located where the information sources are, rather than in a particular role or level of

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studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and

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Rewards: The consultant should diagnose the similarities between what the organization formally rewarded or punished members for.

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providing opportunities for each organization member, as well as for the organization itself, to develop to their full potential

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There are many possible intervention strategies from which to choose. Several assumptions about the nature and functioning of

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Employees seek guidance, assistance, and resources from the organization when they do not have what they need to do the job.

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treating each human being as a person with a complex set of needs, all of which are important to their work and their life

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strengthening inter-personal trust, cooperation, and communication for the successful achievement of organizational goals

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development. Interventions are structured activities used individually or in combination by the members of a client

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include a preliminary diagnosis, data gathering, feedback of results, and joint action planning. In the language of

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providing opportunities for people to function as human beings rather than as resources in the productive process

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to put in place processes that will help improve the ongoing operation of an organization on a continuous basis

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with a greater focus on leadership development programs that focus on the development of the individual. See .

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Bradford, D.L. & Burke, W.W.(eds), 2005, Reinventing Organization Development. San Francisco: Pfeiffer.

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Employees monitor their own performance and seek feedback on how well they are accomplishing their goals.

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Douglas and Richard Beckhard, while "consulting together at General Mills in the 1950s coined the term

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that states a Knowledge (XXG) editor's personal feelings or presents an original argument about a topic.

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A belief in man as a rational, self-educating being fully capable of learning better ways to do things.

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creating a work atmosphere in which employees are encouraged to work and participate enthusiastically

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Child, John: 'Organization Contemporary Principles and Practice',292. Blackwell Publishing,2005>

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attempting to create an environment in which it is possible to find exciting and challenging work

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played a key role in the evolution of organization development as it is known today. As early as

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Study and implementation of practices, systems, and techniques that affect organizational change

2509: 1211:. These procedures became important parts of OD as developments in this field continued at the 3900: 3834: 3628: 3623: 3588: 3530: 3525: 3504: 3452: 3346: 3285: 2755: 2742: 2720: 2700: 2680: 2662: 2642: 2624: 2606: 2562: 2552: 2523: 2513: 2480: 2453: 2443: 2439: 2433: 2375: 2365: 2275: 2209: 2199: 2195: 2189: 2153: 2143: 2139: 2133: 2097: 2050: 2040: 2036: 2030: 1968: 1834: 1580: 1459: 967: 874: 830: 756: 629: 536: 506: 443: 237: 3681: 3439: 3429: 3351: 3212: 2361: 2355: 2267: 1929: 1700: 1486: 1189:, which moved to Michigan after his death. RCGD colleagues were among those who founded the 1155: 1019: 837: 779: 604: 599: 561: 398: 393: 152: 1629:"Changing": The situation is diagnosed and new models of behavior are explored and tested. 1502:

Employees assume personal responsibility and accountability for the outcomes of their work.

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between parts of the organization and the development of a more collaborative condition.

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Leadership: Is to watch for blips among the other boxes and maintain balance among them.

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Organization development: behavioral science interventions for organization improvement

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Organization development: behavioral science interventions for organization improvement

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Organization development: behavioral science interventions for organization improvement

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One of the most difficult tasks confronting the change agent is to help create in the

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seeking to increase the effectiveness of the organization in terms of all of its goals

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values. Margulies and Raia (1972) articulated the humanistic values of OD as follows:

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According to organizational-development thinking, organization development provides

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Employees help members of their workgroup and employees in other groups to improve

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because the climate makes employees feel that it is inappropriate to reveal true

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In recent years, serious questioning has emerged about the relevance of OD to

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An international, professional association of educators and practitioners.

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creating an environment of trust so that employees willingly accept change

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The Institute of Organization Development: Online certification programs

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Organization Structures: Theory and Design, Analysis and Prescription

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replacing formal lines of authority with personal knowledge and skill

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About the Author Herbert Allen Shepard, Essence of a Proactive Life

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Lewin's description of the process of change involves three steps:

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Weisbord presents a six-box model for understanding organizations:

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An always relevant change goal is the reduction of inappropriate

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Best Practices in Leadership Development and Organization Change

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One goal of a healthy organization is to develop generally open

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preparing members to align with changes and to break stereotypes

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encouraging employees to solve problems instead of avoiding them

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Practicing Organization Development: A Guide for Leading Change

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Association of Technology, Management, and Applied Engineering

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involves more effective decision processes, more appropriate

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to increase the level of inter-personal trust among employees

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Albert, Stuart; Ashforth, Blake E.; Dutton, Jane E. (2000).

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Organizational Development: Values, Process, and Technology

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to increase employees' level of satisfaction and commitment

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personal reflection, personal essay, or argumentative essay

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The Oxford Handbook of Positive Organizational Scholarship

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Setting a personal example: listening, supporting behavior

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to increase cooperation and collaboration among employees

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This is a separate concept from change efforts known as:

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more widely recognized field of psychological research.

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The study of organizational effectiveness and improving

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Organizational Learning: A theory of action perspective

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Management, systems, and society : an introduction

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Management, systems, and society : an introduction

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Interventions range from those designed to improve the

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and raise productivity for the organization as a whole.

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Cummings, Thomas G.; Worley, Christopher G. (2005),

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Cameron, Kim S; Spreitzer, Gretchen M (2011-08-22).

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online certification programs for OD professionals.

2501: 2228: 1820:, coaching, Large Group Interventions, mentoring, 2435:Management, systems, and society: an introduction 2360:. Englewood Cliffs, N.J.: Prentice-Hall. p. 1699:are made in the choice of a particular strategy. 1767:through either new knowledge or skill practice. 1471:The holistic and futuristic view of organization 2661:, New York: New York: Oxford University Press, 2504:Organization development: strategies and models 2296:http://scholarship.sha.cornell.edu/articles/638 2135:Organization development: strategies and models 2121:. New York, NY: McGraw-Hill Book Co. p. 3. 1824:, downsizing, TQM, and leadership development. 1317:to confront problems instead of neglecting them 2307:Bradford, D.L. & Burke, W.W. eds, (2005). 3141: 2807: 2341:The Measure of Man: Leading Human Development 1806:A sound background in the behavioral sciences 1064: 8: 2579:: CS1 maint: multiple names: authors list ( 2392:: CS1 maint: multiple names: authors list ( 2245:: CS1 maint: multiple names: authors list ( 2508:. Reading, Mass.: Addison-Wesley. pp. 2427: 2425: 2423: 2183: 2181: 2179: 3391: 3261: 3254: 3148: 3134: 3126: 2814: 2800: 2792: 2138:. Reading, Mass.: Addison-Wesley. p. 1619:: Systems Model of Action-Research Process 1326:to increase organizational problem-solving 1071: 1057: 87: 2547:. Englewood Cliffs, N.J.: Prentice-Hall. 2024: 2022: 2020: 2018: 76:Learn how and when to remove this message 2639:Behaving – Managing Yourself and Others. 2407: 2405: 2403: 2235:. Englewood Cliffs, N.J.: Prentice-Hall. 2096:. Oxford University Press. p. 738. 1816:A few examples of interventions include 1611: 1259:Underlying Organization Development are 1144:industrial and organizational psychology 1888: 1543:in relation to leadership development. 90: 2572: 2471:Vriens, Dirk; Achterberg, Jan (2019). 2385: 2238: 1535:has developed alongside the study of 2739:Organization Development & Change 2541:Wendell L French; Cecil Bell (1973). 2354:Wendell L French; Cecil Bell (1973). 2227:Wendell L French; Cecil Bell (1978). 1809:A working knowledge of systems theory 7: 1847:(involved in designing OD education) 1432:industrial/organizational psychology 3825:Bachelor of Business Administration 1897:"Organizational Development Theory" 1480:Improved organizational performance 3926:Organizational behavior management 1334:achieve the following objectives: 25: 3840:Doctor of Business Administration 3830:Master of Business Administration 2655:Nonaka, I.; Takeuchi, H. (1995), 1964:Organizational Identity: A Reader 1298:Technological innovations....etc. 1045:Business and economics portal 3941: 3092: 3091: 3079:Outline of organizational theory 2773:Organization Development Network 2414:Group Decision and Social Change 1922:The Academy of Management Review 1707:The basic building blocks of an 1684:to improve their social or task 1038: 34: 2599:Argyris, C.; Schon, D. (1978), 1800:Genuine support from management 3804:Chartered Management Institute 2658:The Knowledge Creating Company 2605:, Reading MA: Addison-Wesley, 2432:Richard Arvid Johnson (1976). 2339:Aubrey, Bob (September 2015). 2188:Richard Arvid Johnson (1976). 2029:Richard Arvid Johnson (1976). 1320:to effectively manage conflict 1213:National Training Laboratories 1191:National Training Laboratories 1: 700:management information system 351:Chief human resources officer 3173:Index of management articles 2172:doi:10.1177/0018726715619686 2067:Herbert Shepard Foundation. 1861:Organizational communication 1703:lists six such assumptions: 1221:Fielding Graduate University 1197:and group-based OD emerged. 694:Enterprise resource planning 522:Financial statement analysis 3809:Critical management studies 3672:Full range leadership model 1547:Understanding organizations 1523:Organizational self-renewal 3989: 3799:Certified Business Manager 2477:Organizational Development 1871:Organizational engineering 1866:Organizational diagnostics 1743:between and across levels. 1593:Key Development Indicators 1533:organizational performance 1417:Applied behavioral science 1307:The objectives of OD are: 18:Organisational development 3939: 3667:Evidence-based management 3163: 3087: 2741:, Thomson South-Western, 2675:Sullivan, Roland (2010), 2619:Carter, Louis L. (2004), 2500:Richard Beckhard (1969). 2309:Organization Development. 2260:Baligh, Helmy H. (2006). 2132:Richard Beckhard (1969). 2117:Newton Margulies (1972). 356:Chief information officer 188:Limited liability company 3921:Organization development 3677:Management by objectives 3069:History of organizations 2713:Senge, Peter M. (1990), 2343:. McGraw Hill Education. 2311:San Francisco: Pfeiffer. 1934:10.5465/amr.2000.2791600 1856:Large-group capacitation 1851:Human relations movement 1294:Training and development 1228:organization development 1084:Organization development 369:Chief technology officer 303:Mergers and acquisitions 273:Constitutional documents 98:Management of a business 3702:Social entrepreneurship 3662:Earned value management 3100:Aspects of corporations 1876:Performance improvement 1452:organizational behavior 1396:Sponsoring organization 1160:organizational learning 1123:organizational identity 429:Environmental economics 409:International economics 360:Chief marketing officer 346:Chief financial officer 341:Chief operating officer 337:Chief executive officer 298:International trade law 92:Business administration 3948:Systems science portal 3891:Management development 3886:Management cybernetics 3871:Executive compensation 3707:Sustainable management 3569:Information technology 3549:Environmental resource 3110:Aspects of occupations 2719:, Doubleday/Currency, 2637:Eunson, Baden (1987), 1620: 1541:Emotional intelligence 1537:leadership development 1217:Benedictine University 1209:University of Michigan 1193:(NTL), from which the 1119:organizational culture 1111:organizational climate 998:International business 983:Business judgment rule 328:Chief business officer 228:Annual general meeting 208:State-owned enterprise 198:Privately held company 56:by rewriting it in an 3973:Organizational theory 3911:Managerial psychology 3876:Management consulting 3697:Scientific management 3480:Customer relationship 3168:Outline of management 3115:Aspects of workplaces 2693:Rother, Mike (2009), 2272:10.1007/0-387-28317-X 1822:performance appraisal 1615: 1444:cultural anthropology 1238:, structure, status, 1092:organizational change 674:Customer relationship 610:Business intelligence 572:Financial institution 547:International finance 497:Cash conversion cycle 404:Development economics 365:Chief product officer 113:Management accounting 3906:Managerial economics 3866:Corporate governance 3773:Oliver E. Williamson 3652:Collaborative method 3074:Organization studies 3023:Retaliatory behavior 2868:Citizenship behavior 2732:The Fifth Discipline 2716:The Fifth Discipline 1739:, mutual trust, and 1436:industrial sociology 1381:University of Oxford 1290:Operation management 1134:nature and draws on 615:Business development 459:Economic development 221:Corporate governance 118:Financial accounting 3768:Eliyahu M. Goldratt 2786:www.instituteod.com 2412:Kurt Lewin (1958). 1928:(1). Jstor: 13–17. 1793:A real need in the 1428:behavioral sciences 1379:Researchers at the 1115:collective behavior 1025:Business statistics 1008:International trade 993:Business operations 689:Electronic business 594:Types of management 482:Financial statement 464:Economic statistics 332:Chief brand officer 288:Corporate liability 203:Sole proprietorship 183:Joint-stock company 3931:Pointy-haired Boss 3881:Management control 3717:Virtual management 3096:See also templates 2077:2016-03-03 at the 1621: 1575:Modern development 1244:Herbert A. Shepard 1146:, and theories of 1098:. OD emerged from 988:Consumer behaviour 790:Product life-cycle 577:Capital management 542:Managerial finance 233:Board of directors 58:encyclopedic style 45:is written like a 3968:Change management 3955: 3954: 3901:Management system 3835:PhD in management 3607: 3606: 3466: 3465: 3379: 3378: 3347:Product lifecycle 3123: 3122: 3003:Perceived support 2706:978-0-07-163523-3 2686:978-0-470-40544-4 2648:978-0-0745-2022-2 1835:Employee research 1487:leadership styles 1460:political science 1081: 1080: 968:Business analysis 537:Corporate finance 507:Capital budgeting 444:Knowledge economy 238:Supervisory board 86: 85: 78: 16:(Redirected from 3980: 3945: 3682:Management style 3392: 3262: 3255: 3150: 3143: 3136: 3127: 3095: 3094: 2988:Network analysis 2978:Machiavellianism 2816: 2809: 2802: 2793: 2751: 2729: 2709: 2689: 2671: 2651: 2641:, MacGraw-Hill, 2633: 2615: 2585: 2584: 2578: 2570: 2538: 2532: 2531: 2507: 2497: 2491: 2490: 2468: 2462: 2461: 2429: 2418: 2417: 2409: 2398: 2397: 2391: 2383: 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3177: 3159: 3154: 3124: 3119: 3105:Aspects of jobs 3083: 3057: 2826: 2820: 2769: 2764: 2749: 2736: 2727: 2712: 2707: 2699:, McGraw-Hill, 2692: 2687: 2679:, Jossey Bass, 2674: 2669: 2654: 2649: 2636: 2631: 2623:, Jossey Bass, 2618: 2613: 2598: 2594: 2592:Further reading 2589: 2588: 2571: 2559: 2540: 2539: 2535: 2520: 2499: 2498: 2494: 2487: 2470: 2469: 2465: 2450: 2431: 2430: 2421: 2411: 2410: 2401: 2384: 2372: 2353: 2352: 2348: 2338: 2337: 2333: 2328: 2324: 2319: 2315: 2306: 2302: 2293: 2289: 2282: 2259: 2258: 2254: 2237: 2226: 2225: 2221: 2206: 2187: 2186: 2177: 2169: 2165: 2150: 2131: 2130: 2126: 2116: 2115: 2111: 2104: 2089: 2088: 2084: 2079:Wayback Machine 2066: 2062: 2047: 2028: 2027: 2016: 2011: 2007: 2002: 1998: 1993: 1989: 1979: 1977: 1975: 1961: 1960: 1956: 1946: 1944: 1915: 1914: 1910: 1901: 1899: 1895: 1894: 1890: 1885: 1880: 1830: 1670: 1601: 1599:Action research 1581:managing change 1577: 1549: 1525: 1516:job performance 1482: 1473: 1468: 1466:Systems context 1419: 1398: 1373: 1305: 1257: 1183:action research 1172: 1142:, particularly 1131: 1100:human relations 1077: 1037: 1030: 1029: 973:Business ethics 963: 953: 952: 893: 885: 884: 595: 587: 586: 582:Venture capital 512:Commercial bank 502:Insider dealing 477: 469: 468: 419:Planned economy 384: 374: 373: 318: 316:Corporate title 308: 307: 283:Corporate crime 263: 253: 252: 248:Audit committee 223: 213: 212: 168:Holding company 148:Corporate group 143: 136:Business entity 128: 127: 108: 82: 71: 65: 62: 54:help improve it 51: 39: 35: 28: 23: 22: 15: 12: 11: 5: 3986: 3984: 3976: 3975: 3970: 3960: 3959: 3953: 3952: 3940: 3937: 3936: 3934: 3933: 3928: 3923: 3918: 3913: 3908: 3903: 3898: 3896:Management fad 3893: 3888: 3883: 3878: 3873: 3868: 3863: 3858: 3856:Administration 3852: 3850: 3846: 3845: 3843: 3842: 3837: 3832: 3827: 3821: 3819: 3815: 3814: 3812: 3811: 3806: 3801: 3796: 3791: 3785: 3783: 3779: 3778: 3776: 3775: 3770: 3765: 3759: 3757: 3751: 3750: 3748: 3747: 3742: 3737: 3731: 3729: 3723: 3722: 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theory 1600: 1597: 1576: 1573: 1572: 1571: 1568: 1565: 1562: 1559: 1556: 1548: 1545: 1524: 1521: 1520: 1519: 1512: 1509: 1506: 1503: 1481: 1478: 1472: 1469: 1467: 1464: 1448:administrative 1418: 1415: 1397: 1394: 1372: 1369: 1361: 1360: 1357: 1354: 1351: 1348: 1345: 1342: 1339: 1331: 1330: 1327: 1324: 1321: 1318: 1315: 1312: 1304: 1301: 1300: 1299: 1296: 1291: 1284: 1283: 1280: 1277: 1274: 1271: 1268: 1256: 1253: 1179:group dynamics 1171: 1168: 1130: 1127: 1079: 1078: 1076: 1075: 1068: 1061: 1053: 1050: 1049: 1048: 1047: 1032: 1031: 1028: 1027: 1022: 1017: 1016: 1015: 1005: 1003:Business model 1000: 995: 990: 985: 980: 975: 970: 964: 959: 958: 955: 954: 951: 950: 945: 940: 935: 930: 925: 920: 915: 910: 905: 900: 894: 891: 890: 887: 886: 883: 882: 877: 872: 871: 870: 860: 855: 850: 845: 840: 835: 834: 833: 822: 817: 812: 807: 802: 797: 792: 787: 782: 777: 772: 771: 770: 759: 754: 753: 752: 742: 737: 732: 727: 722: 721: 720: 712:Human resource 709: 704: 703: 702: 691: 686: 681: 676: 671: 666: 661: 656: 654:Communications 651: 650: 649: 639: 638: 637: 627: 622: 617: 612: 607: 602: 596: 593: 592: 589: 588: 585: 584: 579: 574: 569: 564: 559: 554: 549: 544: 539: 534: 532:Public finance 529: 527:Financial risk 524: 519: 514: 509: 504: 499: 494: 489: 484: 478: 475: 474: 471: 470: 467: 466: 461: 456: 454:Macroeconomics 451: 449:Microeconomics 446: 441: 439:Market economy 436: 431: 426: 421: 416: 411: 406: 401: 396: 391: 385: 380: 379: 376: 375: 372: 371: 362: 353: 348: 343: 334: 325: 319: 314: 313: 310: 309: 306: 305: 300: 295: 293:Insolvency law 290: 285: 280: 275: 270: 268:Commercial law 264: 259: 258: 255: 254: 251: 250: 245: 243:Advisory board 240: 235: 230: 224: 219: 218: 215: 214: 211: 210: 205: 200: 195: 190: 185: 180: 175: 170: 165: 160: 155: 150: 144: 134: 133: 130: 129: 126: 125: 120: 115: 109: 104: 103: 100: 99: 95: 94: 84: 83: 42: 40: 33: 26: 24: 14: 13: 10: 9: 6: 4: 3: 2: 3985: 3974: 3971: 3969: 3966: 3965: 3963: 3950: 3949: 3944: 3938: 3932: 3929: 3927: 3924: 3922: 3919: 3917: 3916:Managerialism 3914: 3912: 3909: 3907: 3904: 3902: 3899: 3897: 3894: 3892: 3889: 3887: 3884: 3882: 3879: 3877: 3874: 3872: 3869: 3867: 3864: 3862: 3861:Collaboration 3859: 3857: 3854: 3853: 3851: 3847: 3841: 3838: 3836: 3833: 3831: 3828: 3826: 3823: 3822: 3820: 3816: 3810: 3807: 3805: 3802: 3800: 3797: 3795: 3792: 3790: 3787: 3786: 3784: 3780: 3774: 3771: 3769: 3766: 3764: 3763:Peter Drucker 3761: 3760: 3758: 3752: 3746: 3743: 3741: 3738: 3736: 3733: 3732: 3730: 3724: 3718: 3715: 3713: 3712:Team building 3710: 3708: 3705: 3703: 3700: 3698: 3695: 3693: 3690: 3688: 3685: 3683: 3680: 3678: 3675: 3673: 3670: 3668: 3665: 3663: 3660: 3658: 3655: 3653: 3650: 3648: 3645: 3644: 3642: 3636: 3630: 3627: 3625: 3622: 3620: 3617: 3616: 3614: 3610: 3600: 3597: 3595: 3592: 3590: 3587: 3585: 3582: 3580: 3577: 3575: 3572: 3570: 3567: 3565: 3562: 3560: 3557: 3555: 3552: 3550: 3547: 3546: 3544: 3542: 3538: 3532: 3529: 3527: 3524: 3522: 3519: 3518: 3516: 3512: 3506: 3503: 3501: 3498: 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923:Development 775:Performance 718:development 679:Distributed 552:Liquidation 193:Partnership 178:Corporation 173:Cooperative 3962:Categories 3745:Leadership 3728:activities 3640:approaches 3594:Technology 3514:On problem 3495:Perception 3448:Accounting 3413:production 3409:Operations 3386:department 3301:Innovation 3276:Capability 3238:Reputation 3218:Healthcare 3206:Restaurant 3157:Management 3018:Resilience 3013:Psychology 2983:Narcissism 2973:Life cycle 2888:Complexity 2878:Commitment 2730:see also: 1902:2016-01-20 1883:References 1741:confidence 1606:Kurt Lewin 1402:management 1303:Objectives 1261:humanistic 1236:leadership 1201:Kurt Lewin 1175:Kurt Lewin 1148:motivation 1140:psychology 1104:motivation 880:Technology 762:Operations 642:Commercial 635:innovation 625:Capability 517:Derivative 106:Accounting 66:March 2012 3782:Education 3754:Pioneers, 3647:Adhocracy 3612:Positions 3584:Materials 3574:Knowledge 3490:Logistics 3404:Marketing 3296:Financial 3266:Strategic 3249:within 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