MNGT 3120: ORGANIZATIONAL DEVELOPMENT there—bringing the plan into reality through measurable

action.
LECTURE 1: Overview of Organizational Development
● OD is a system-wide application and transfer
● According to Lindberg, 2018 OD is:
of behavioral science knowledge to the
-engages people to accomplish better performance
planned development, improvement, and
-represents purposeful and meaningful change for the
reinforcement of the strategies, structures,
better
and processes that lead to organization e
-engaged employees are involved in, enthusiastic
‰ectiveness (Worley and Cummings, 2015)
about, and committed to their work and workplace
● OD is an e‰ort planned, organization-wide, and
-planned e‰ort, managed by leadership, and supported
managed from the top, to increase
by employees to increase employee engagement and
organization e‰ectiveness and health
organizational performance/e‰ectiveness through
through planned interventions in the
planned change, processes, and systems
organization’s processes, using behavioral-
science knowledge (Beckhard, 1969 as cited in
OBJECTIVES
Gallos, 2006).
Increase Organizational Strategy (including vision,
● OD is development or deterioration; desirable
mission, and values), Employee Engagement, Trust, E
‰ective Organizational Structure, and Organizational change; both social action and scientific inquiry
Performance ● In a study of Dr. Toby Egan on the 27 definitions
of OD published since 1969
OD SEEKS TO: - 60 di‰erent variables listed
➢ Improve Organizational E‰ectiveness ➢ change
➢ Align Employee Behavior with the Organization ➢ planned
➢ Maximize Employee Contributions and Success ➢ managed
➢ Promote Organizational Culture ➢ organization
➢ Create Positive Change ➢ e‰ectiveness
➢ interventions
INFLUENCE ➢ process
OD attempts to influence the members of an ➢ behavior and culture
organization to enhance their experience in it, and ● According to Burke, OD is a planned process of
take greater responsibility for their own actions as change in an organization’s culture through the
organization members. utilization of behavioral science technology,
research, and theory
OD CHARACTERISTICS ● According to French, OD is a long-range e‰ort
1. Potential: positive beliefs about the potential of to improve an organization’s problem-solving
employees capabilities and its ability to cope with changes
2. Systems: all parts of the organization must in its external environment with the help of
work together external or internal behavioral-scientist
3. Learning: employees participate and consultants
experiences related to their work ● According to Beer, OD is a system-wide process
4. Problem Solving: problems are identified, of data collection, diagnosis, action planning,
corrective e‰ort is taken, progress is intervention, and evaluation aimed at:
assessed, and adjustment is made as needed. -enhancing congruence between with in the organization;
5. Adaptability: Perspectives and behavior are -developing new and creative organizational solutions;
adapted to fit organizational needs -developing the organization’s self-renewing capacity
6. Change: organization stimulates, facilitates, and ● According to Bradford, OD is a system-wide
coordinates change. process of planned change aimed toward
improving overall organization e‰ectiveness
THREE KEY CONCEPTS OF OD: by way of enhanced congruence of such key
Organizational Climate - the mood or unique organizational dimensions
personality of an organization.
Organizational Culture - the deeply-seated norms, values THE GROWTH AND RELEVANCE OF OD
and behaviors members have. 1. Globalization
Organizational Strategies - how an organization plans, SIGNIFICANT CHANGES:
changes and evaluates. ➢ smaller and more tightly interconnected
➢ intensified economic interdependence
Organizational Development Practices develop ➢ opens new market
strategy for increasing organizational performance. CHALLENGES:
Therefore, OD is a continuous strategy to improve. ➢ economic problems spread rapidly
That strategy requires planning to identify where you ➢ social di‰erences
are, understanding your current reality, where you ➢ exploitation of natural resources
want to go, identifying the vision of the future, and 2. Information Technology
how to get SIGNIFICANT CHANGES:
➢ how work is performed
 ➢ how knowledge is used -concern for production
➢ how the cost of doing business is
-concern for people
calculated How Work is Performed: enabling
internet connection 4. Productivity and Quality-of-Work-Life Background
3. Managerial Innovation Quality-of-Work-Life: the total quality of an employee's
SIGNIFICANT CHANGES: work-life at an organization
➢ new organizational forms
➢ innovation
However, with problems and challenges: innovate or
perish; higher cost

HISTORY OF OD
1. Laboratory Training Background
➢ Growth of the National Training Laboratories
(NTL)
➢ Development of training groups (T-group)
-own interaction
-group processes
➢ Application of T-group methods
-organization development
-team building
2. Action Research and Survey-Feedback Employee Involvement:
Background -integrating technology and people
➢ Conducted action research -employee involvement
➢ Featured survey feedback
-emphasis on how employees can contribute more to
A. Kurt Lewin (founding father of OD), John Collier,
and William Whyte’s action research running the organization
-a guide to action and change
-use of derived new knowledge
B. Rensis Likert and Floyd Mann action research
-significant and positive changes with survey feedback
-use of derived new knowledge
3. Normative Background
A. Likert’s Participative Management Program
➢ exploitive authoritative systems
➢ benevolent authoritative systems
➢ consultative systems 5. Strategic Change Background
➢ participative group systems -Strategic change
B. Blake and Mouton’s Managerial Grid Model -Organization transformation

EVOLUTION OF OD
➢ Strong humanistic background
➢ Financial and economic indicators
➢ Increasingly international
- i.e. OD Network
➢ Di‰erent organizations undertaking OD
- i.e. industrial and non-industrial, public- and
private-sector, family-owned business

IMPORTANCE OF OD
➢ Employee-organization relationship
➢ Commitment
➢ Adaptation
➢ Organization e‰ectiveness
● Does the organization meet the needs of its
employees? the needs of the organization?
- Meeting the employees’ needs; Fair pay/wage
for a fair day’s work; Secure working conditions;
-“one best way” to design and operate organizations