CAIRO UNIVERSITY FACULTY OF COMMERCE MBA PROGRAM-BUSINESS ADMINISTRATION SECOND YEAR-ENGLISH

Introduction to OD
Mohamed Ahmed Mohamed Salem 11/6/2009

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[INTRODUCTION TO OD]

Introduction to OD
History of OD
Kurt Lewin (1898 - 1947) is widely re o!ni"ed #s t$e %oundin! %#t$er o% &', #lt$ou!$ $e died be%ore t$e on e(t be #me urrent in t$e mid-19)0s* +rom Lewin #me t$e ide#s o% !rou( dyn#mi s, #nd # tion rese#r $ w$i $ under(in t$e b#si &' (ro ess #s well #s (rovidin! its oll#bor#tive onsult#nt, lient et$os* -nstitution#lly, Lewin %ounded t$e ./ese#r $ 0enter %or 1rou( 'yn#mi s. #t 2-3, w$i $ moved to 2i $i!#n #%ter $is de#t$* /01' olle#!ues were #mon! t$ose w$o %ounded t$e N#tion#l 3r#inin! L#bor#tories (N3L), %rom w$i $ t$e 3-!rou( #nd !rou(-b#sed &' emer!ed* -n t$e 4K, wor5in! #s lose #s w#s (ossible wit$ Lewin #nd $is olle#!ues, t$e 3#visto 5 -nstitute o% 6um#n /el#tions w#s im(ort#nt in develo(in! systems t$eories* -n t$e l#te 1960s or!#ni"#tion#l develo(ment w#s im(lemented in or!#ni"#tions vi# onsult#nts, but w#s rel#tively un5nown #s # t$eory o% (r# ti e #nd $#d no ommon de%inition #mon! its (r# titioners* 3$rou!$out t$e 1970s #nd 1980s or!#ni"#tion#l develo(ment be #me # more est#blis$ed %ield wit$ ourses #nd (ro!r#ms bein! o%%ered in business, edu #tion, #nd #dministr#tion urri ul#* -n t$e 1990s #nd 2000s or!#ni"#tion#l develo(ment ontinued to !row #nd evolve #nd its in%luen es ould be seen in t$eories #nd str#te!ies su $ #s tot#l 7u#lity m#n#!ement (382), te#m buildin!, 9ob enri $ment, #nd reen!ineerin!* -m(ort#nt too w#s t$e 9oint 3-6/ 9ourn#l 6um#n /el#tions, #lt$ou!$ now#d#ys t$e :ourn#l o% ;((lied <e$#vior#l = ien es is seen #s t$e le#din! &' 9ourn#l* 3$e term .&r!#ni"#tion 'evelo(ment. is o%ten used inter $#n!e#bly wit$ &r!#ni"#tion#l e%%e tiveness, es(e i#lly w$en used #s t$e n#me o% # de(#rtment wit$in #n or!#ni"#tion* &r!#ni"#tion 'evelo(ment is # !rowin! %ield t$#t is res(onsive to m#ny new #((ro# $es in ludin! >ositive ;dult 'evelo(ment*

Definitions of OD
&r!#ni"#tion develo(ment (&') is de%ined #s # (l#nned, to(-down, or!#ni"#tion-wide e%%ort to in re#se t$e or!#ni"#tion?s e%%e tiveness #nd $e#lt$* -t is # om(le@ str#te!y intended to $#n!e t$e belie%s, #ttitudes, v#lues, #nd stru ture o% or!#ni"#tions so t$#t t$ey #n better #d#(t to new te $nolo!ies, m#r5ets, #nd $#llen!es* -t is # (#rti ul#r 5ind o% $#n!e (ro ess desi!ned to brin! #bout # (#rti ul#r 5ind o% end result* &' #n involve interventions in t$e or!#ni"#tion?s .(ro esses,. usin! be$#vior#l

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[INTRODUCTION TO OD]

s ien e 5nowled!e #s well #s or!#ni"#tion#l re%le tion, system im(rovement, (l#nnin!, #nd sel%-#n#lysis* &' is # lon! r#n!e e%%ort to im(rove or!#ni"#tion?s (roblem solvin! #nd renew#l (ro esses, (#rti ul#rly t$rou!$ more e%%e tive #nd oll#bor#tive m#n#!ement o% or!#ni"#tion#l ulture, o%ten wit$ t$e #ssist#n e o% # $#n!e #!ent or #t#lyst #nd t$e use o% t$e t$eory #nd te $nolo!y o% #((lied be$#vior#l s ien e* &r!#ni"#tion develo(ment is # . ontr# tu#l rel#tions$i( between # $#n!e #!ent #nd # s(onsorin! or!#ni"#tion entered into %or t$e (ur(ose o% usin! #((lied be$#vior#l s ien e in # systems onte@t to im(rove or!#ni"#tion#l (er%orm#n e #nd t$e #(# ity o% t$e or!#ni"#tion to im(rove itsel%* &r!#ni"#tion develo(ment is #n on!oin!, system#ti (ro ess to im(lement e%%e tive $#n!e in #n or!#ni"#tion* &r!#ni"#tion develo(ment is 5nown #s bot$ # %ield o% #((lied be$#vior#l s ien e %o used on underst#ndin! #nd m#n#!in! or!#ni"#tion#l $#n!e #nd #s # %ield o% s ienti%i study #nd in7uiry* -t is interdis i(lin#ry in n#ture #nd dr#ws on so iolo!y, (sy $olo!y, #nd t$eories o% motiv#tion, le#rnin!, #nd (erson#lity*

Some Other Definitions of OD

<ur5e (1982) A>l#nned (ro ess o% $#n!e in #n or!#ni"#tionBs ulture t$rou!$ t$e utili"#tion o% be$#vior#l s ien e te $nolo!ies, rese#r $, #nd t$eory* +ren $ C <ell A; lon!-r#n!e e%%ort to im(rove #n or!#ni"#tionBs (1978) (roblem solvin! #nd renew#l (ro esses, (#rti ul#rly t$rou!$ # more e%%e tive #nd oll#bor#tive m#n#!ement o% #n or!#ni"#tion ulture * * * wit$ t$e #ssist#n e o% # $#n!e #!ent, or #t#lyst, #nd t$e use o% t$e t$eory #nd te $nolo!y o% #((lied be$#vior#l s ien e, in ludin! # tion rese#r $* 2#r!ulies C A; v#lue-b#sed (ro ess o% sel%-#ssessment #nd /#i# (1972) (l#nned $#n!e, involvin! s(e i%i str#te!ies #nd te $nolo!y, #imed #t im(rovin! t$e over#ll e%%e tiveness o% #n or!#ni"#tion#l system* >orr#s C A>l#nned, be$#vior#l s ien e-b#sed interventions in /obertson wor5 settin!s %or t$e (ur(ose o% im(rovin! (1992) or!#ni"#tion#l %un tionin! #nd individu#l develo(ment* :#mieson, <# $ ALon!-term, (l#nned $#n!es in t$e ulture, K#lli 5, C Kur te $nolo!y, #nd m#n#!ement o% # tot#l (1984) or!#ni"#tion or #t le#st # si!ni%i #nt (#rt o% t$e tot#l or!#ni"#tion* D#rri 5 (1984) A>l#nned, lon!-r#n!e systems #nd (rim#rily be$#vior#l s ien e str#te!y %or underst#ndin!, develo(in!, #nd $#n!in! or!#ni"#tions to im(rove t$eir (resent #nd %uture e%%e tiveness #nd $e#lt$*
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&r!#ni"#tion develo(ment is # (l#nned (ro ess o% (romotin! (ositive $um#nisti #lly oriented l#r!e-system $#n!e #nd im(rovement in or!#ni"#tions t$rou!$ t$e use o% so i#l s ien e t$eory, # tion rese#r $, #nd be$#vior#lly b#sed d#t# olle tion #nd %eedb# 5 te $ni7ues* /e!#rdless o% t$e de%inition t$#t one subs ribes to, $owever, it s$ould be #((#rent w$en reviewin! t$ese de%initions t$#t #lt$ou!$ t$ey di%%er on sever#l im(ort#nt dimensionsF%or e@#m(le, some %o us on t$e im(ort#n e o% te $nolo!y in t$e $#n!e (ro ess, w$ere#s ot$ers e@(li itly mention to( m#n#!ement su((ort, #nd still ot$ers re%eren e v#lues e@(li itlyFt$ey s$#re ommon om(onents #s well* 1iven t$e n#ture o% t$ese de%initions #nd t$e e@(erien e in #nd e@(osure to ot$ers in t$e %ield over t$e (#st de #de, t$e &' s$ould be on e(tu#li"ed #s re(resentin! t$ree essenti#l om(onents* +irst #nd (er$#(s %oremost, &' is %und#ment#lly # d#t#-driven (ro essG di#!nosis #nd intervention #re b#sed on some %orm o% be$#vior#lly relev#nt d#t# (su $ #s observ#tions, #ssessments, #nd surveys) olle ted t$rou!$ # (ro ess 5nown #s # tion rese#r $* =e ond, t$e &' model re(resents # tot#l systems #((ro# $ to or!#ni"#tion#l $#n!e in w$i $ t$is $#n!e is # %orm#l #nd (l#nned res(onse to t#r!eted or!#ni"#tion-wide issues, (roblems, #nd $#llen!es* +in#lly, #lt$ou!$ t$is om(onent is ontroversi#l #nd by no me#ns univers#lly # e(ted #s yet (0$ur $, <ur5e, C H#n Iynde, 1994), it is believed t$#t v#lues re(resent # t$ird 5ey om(onent to t$e %ield* &' is (or s$ould be) # norm#tive #nd $um#nisti v#lues-b#sed #((ro# $ to or!#ni"#tion#l im(rovement* -n s$ort, &' wor5 s$ould be %o used on #nd ondu ted %or t$e !ood o% t$e individu#l, #s well #s t$e !ood o% t$e or!#ni"#tion* ;lt$ou!$ b#l#n in! issues o% e%%e tiveness #nd (ro%it#bility #re ert#inly im(ort#nt %or e onomi su ess #nd surviv#l, it is #r!ued t$#t #n &' #((ro# $ does not (rioriti"e t$ese on erns over t$e $um#n (ers(e tive*

Characteristics of OD
Long term plane:
-t is (l#nned #nd lon!-termJt$e (ro ess is b#sed on !#t$erin! d#t# #nd (l#nned wit$ t$e e@(e t#tion o% $#n!es t#5in! ye#rs*

Change:
&' is # (l#nned str#te!y to brin! #bout or!#ni"#tion#l $#n!e* 3$e $#n!e e%%ort #ims #t s(e i%i ob9e tives #nd is b#sed on # di#!nosis o% (roblem #re#s*
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Change Agent:
-t involves $#n!e #!entJt$ere is # distin t role %or #n # tive %# ilit#tor #nd ombudsmen o% t$e (ro ess, to ensure t$#t $#n!es #re re#lG $e stimul#te, %# ilit#te, #nd oordin#te $#n!e*

Action oriented:
-tBs # tion-orientedJinste#d o% bein! des ri(tive o% ne ess#ry or!#ni"#tion#l develo(ment is di#!nosti #nd (res ri(tive, me#sur#ble results* $#n!es, see5in!

Collaborative:
&' is ty(i #lly involves # oll#bor#tive #((ro# $ to $#n!e t$#t in ludes involvement #nd (#rti i(#tion o% t$e or!#ni"#tion members most #%%e ted by t$e $#n!es*

Performance:
&' (ro!r#ms in lude #n em($#sis on w#ys to im(rove #nd en$#n e (er%orm#n e #nd 7u#lity*

Learning:
-t involves le#rnin! (rin i(lesJindividu#ls, !rou(s #nd m#n#!ers #t #ll levels o% t$e or!#ni"#tion must re-le#rn $ow to %un tion to!et$er* 2#n#!ers w$o embr# e or!#ni"#tion#l develo(ment must be ommitted to e%%e tin! %und#ment#l $#n!es in t$e or!#ni"#tion* 3$e le#rners? e@(erien es in t$e tr#inin! environment s$ould be t$e 5ind o% $um#n (roblems t$ey en ounter #t wor5* 3$e tr#inin! s$ould N&3 be #ll t$eory #nd le ture*

Systems orientation:
&' re(resents # system #((ro# $ on erned wit$ t$e interrel#tions$i( o% divisions, de(#rtments, !rou(s, #nd individu#ls #s interde(endent subsystems o% t$e tot#l or!#ni"#tion, must wor5 to!et$er*

Scientific:
&' is b#sed u(on s ienti%i e%%e tiveness* #((ro# $es to in re#se or!#ni"#tion

Humanistic Values:
Positive beliefs about the potential of employees.

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Problem Solving:
-t is (roblem-orientedJ# multidis i(lin#ry #((ro# $ is t#5en to #((ly t$eory #nd rese#r $ to e%%e t solutionsG (roblems #re identi%ied, d#t# is !#t$ered, orre tive # tion is t#5en, (ro!ress is #ssessed, #nd #d9ustments in t$e (roblem solvin! (ro ess #re m#de #s needed* 3$is (ro ess is 5nown #s ; tion /ese#r $*

Contingency Orientation:
Actions are selected and adapted to fit the need.

Levels of nterventions:
Problems can occur at one or more level in the organization so the strategy will require one or more interventions.

!ey features of successful OD

1) 3$e or!#ni"#tion?s environment, 2) 3$e or!#ni"#tion itsel%, E) -niti#l ont# t %or t$e &' (ro9e ts, 4) +orm#l entry (ro edures #nd ommitment, )) d#t#-!#t$erin! # tivities, 6) -ntern#l #nd 7) I@tern#l $#n!e #!ent $#r# teristi s, #nd 8) I@it (ro edures* /ese#r $es indi #ted #n #bsen e o% sin!le dimensions t$#t #re eit$er essenti#l or su%%i ient to distin!uis$ between t$e su ess%ul #nd unsu ess%ul or!#ni"#tions* 3$ree !ener#l #re#s, $owever, did serve to di%%erenti#te or!#ni"#tions in t$e two #te!oriesK 1* &r!#ni"#tions t$#t #re more o(en to #nd involved in #d9ustin! to $#n!e #re more li5ely to be su ess%ul in t$eir &' e%%ort t$#n #re t$ose t$#t #re more st#ble #nd st#tus-7uo oriented* 2* -ntern#l $#n!e #!ents w$o #re more #re%ully sele ted did not re eive tr#inin! (rior to t$e urrent &' e%%orts, #nd w$o (ossess #ssessmentPre !red "#$ Mo%!&ed A%&ed Mo%!&ed S!'e& P!(e 6

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(res ri(tive s5ills is most evident in t$e su ess%ul or!#ni"#tions* E* 2ore s(e i%i interest in #nd !re#ter ommitment to t$e &' (ro9e ts #re #sso i#ted wit$ su ess%ul $#n!e*

References
1. Smith, 1998, p261. Training and Development in Australia 2. Richard Arvid Johnson. Management, systems, and society: an introduction. Pacific Palisades, Calif.: ood!ear P"#. Co.. $. Richard %ec&hard '1969(. Organization development: strategies and models. Readin), *ass.: Addison+,esle!. pp. 11-. .S%/ 0816202-06 9180816202-02. 3C4C $9$28. -. ,endell 4 5rench6 Cecil %ell. Organization development: behavioral science interventions for organization improvement. 7n)le8ood Cliffs, /.J.: Prentice+9all. 2. Richard Arvid Johnson '1916(. Management, systems, and society : an introduction. Pacific Palisades, Calif.: ood!ear P"#. Co.. pp. 22$:229. .S%/ 0816202-06 9180816202-02. 3C4C 2299-96. 6. %radford, ;.4. < %"r&e, ,.,.'eds(, 2002, Reinventin) 3r)ani=ation ;evelopment. San 5rancisco: Pfeiffer. 1. de>ler, *. '2001(. 9ealin) emotional tra"ma in or)ani=ations: An 3.;. 5rame8or& and case st"d!. 3r)ani=ational ;evelopment Jo"rnal, 22'2(, -9+26. 8. >"rt 4e8in '1928(. Group Decision and Social hange. /e8 ?or&: 9olt, Rinehart and ,inston. pp. 201. 9. Richard Arvid Johnson '1916(. Management, systems, and society: an introduction. Pacific Palisades, Calif.: ood!ear P"#. Co.. pp. 22-:226. .S%/ 0816202-06 9180816202-02. 3C4C 2299-96. 10. ,endell 4 5rench6 Cecil %ell '191$(. Organization development: behavioral science interventions for organization improvement. 7n)le8ood Cliffs, /.J.: Prentice+9all. chapter 8. .S%/ 01$6-1662- 91801$6-1662$ 01$6-162-$ 91801$6-162-8. 3C4C $1-228. 11. @he Jo"rnal of Applied %ehavioral Science, Aol. 12, /o. -, -11+-92 '1916( ;3.: 10.1111B0021886$1601200-02 12. i#son, J.4., .vancevich, J.*., < ;onnell!, J.9., Jr. '199-(. 3r)ani=ations: %ehavior, str"ct"re, processes '8th ed.(. %oston, *A: .r8in.

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