OVERVIEW OF ORGANIZATIONAL DEVELOPMENT

ASSIGNMENT No. 1

AMORA, CHRISTINE ANNE FEBRUARY 28, 2025

BSBA HRM 3-2N

Answer the following:

(10 points each)

1. Define Organizational Development including the underlying principle of OD.

Organisational development is planned, organisation wide, managed from top

to increase organisational effectiveness and health through planned
interventions in the organisation processes using knowledge of the behavioural
science. – Beckhard, 1969

Organizational Development (OD) is grounded in various behavioral science

disciplines, including psychology, sociology, social psychology, anthropology,
political science, systems theory, and organizational behavior. In essence, OD
is a structured and systematic approach that applies these principles to
enhance both individual and organizational effectiveness. By leveraging
behavioral science, OD helps organizations improve performance, foster
adaptability, and create a more engaged and efficient work environment.

2. Discuss briefly the goals of OD?

The primary goal of Organizational Development (OD) is to enhance an
organization's overall effectiveness, adaptability, and long-term sustainability.
This is achieved by fostering a positive work culture, improving processes, and
developing employees’ skills and engagement. One key objective is improving
organizational performance, ensuring that structures, systems, and strategies
align with business goals. Another important goal is enhancing employee well-
being and engagement, creating an inclusive, collaborative, and growth-
oriented work environment.

OD also aims to promote adaptability and change readiness, helping

organizations navigate market shifts, technological advancements, and internal
transformations smoothly. It focuses on strengthening leadership and
teamwork, encouraging open communication and effective collaboration.
Additionally, OD emphasizes continuous learning and innovation, ensuring that
organizations remain competitive by fostering a culture of ongoing development
and improvement. Ultimately, OD strives to create a resilient, high-performing
organization where both individuals and the business thrive together.

3. Why OD is essential for modern businesses?

OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

In today's fast-changing and unpredictable business environment,

organizations face significant risks and uncertainty. Running a business and
achieving objectives efficiently has become more challenging than ever. With
large amounts of capital at stake, there is no guarantee that an organization
will remain competitive or even sustain itself in the future. As industries
evolve, so do business requirements and the skills needed to stay ahead.

This shift creates a gap between an organization’s existing capabilities and

what is needed to succeed. To bridge this gap, companies must implement
meaningful changes at the individual, group, and organizational levels—
whether in processes, systems, management, products, services, or
workforce skills. Organizations that proactively adapt to these changing
demands are better positioned to remain competitive.

By recognizing the need for timely change, businesses can improve overall
performance, enhance efficiency, and stay ahead of competitors. Those that
embrace transformation early are not just keeping up with the market—they
are setting the pace.

4. Discuss brief history of OD (founders, etc).

The history of Organizational Development (OD) dates back to the early

20th century and is rooted in behavioral science, psychology, and
management theories. It evolved as a response to the need for
organizations to adapt to change, improve efficiency, and enhance employee
well-being.

Key Contributors and Founders of OD:

1. Kurt Lewin (1890–1947) – Known as the father of OD, Lewin

developed the Three-Step Change Model (Unfreeze-Change-
Refreeze) and pioneered action research, emphasizing data-driven
change. His work on group dynamics and participative
management laid the foundation for OD practices.
2. Douglas McGregor (1906–1964) – Introduced Theory X and Theory
Y, highlighting the importance of leadership style and employee
motivation in organizational success.
3. Richard Beckhard (1918–1999) – Defined OD as a planned,
organization-wide effort to improve effectiveness and adaptability,
focusing on long-term development rather than quick fixes.
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

4. Edgar Schein (1928–2023) – Contributed to organizational culture

theory and change management, emphasizing the role of leadership in
shaping company culture.
5. Chris Argyris (1923–2013) – Developed theories on organizational
learning, promoting adaptability, feedback mechanisms, and problem-
solving for continuous improvement.
6. Warren Bennis (1925–2014) – Focused on leadership development,
advocating for organizations to be more democratic, participative, and
people-centered.

Evolution of OD:

● 1940s-50s: Emerged from studies on group behavior and leadership

(Lewin’s work on social psychology).
● 1960s-70s: Expanded into a broader discipline, integrating systems
thinking and organizational culture.
● 1980s-90s: Shifted towards strategic change, globalization, and
innovation.
● 2000s-Present: Focuses on agility, digital transformation,
employee experience, and sustainability in response to rapid market
and technological changes.

OD has continuously evolved to help organizations navigate complex

challenges while fostering a culture of learning, adaptability, and growth.

5. Differentiate OD and strategic management

Feature Organizational Strategic Management

Development (OD)

Definition A planned, systematic The formulation and

approach to improving an implementation of long-
organization's term plans and initiatives to
effectiveness and culture achieve organizational
through behavioral goals and maintain a
science, change competitive advantage.
management, and people-
oriented strategies.

Focus Human processes, change Business strategy,

management, competitive positioning,
organizational culture, market dynamics, resource
leadership development, allocation, and long-term
and employee growth.
engagement.
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

Scope Internal focus—improving Broader focus—balancing

team dynamics, leadership internal capabilities with
effectiveness, and external market
organizational culture. opportunities and threats.

Timeframe Medium to long-term, Long-term, typically 3-10

but with an emphasis on years, with strategic plans
continuous revisited periodically.
improvement.

Key Activities Change management, SWOT analysis,

leadership development, competitive analysis,
conflict resolution, team- strategic planning,
building, and employee resource allocation, and
training. risk management.

Methods & Tools Surveys, feedback Strategic frameworks like

mechanisms, coaching, Porter’s Five Forces,
training programs, and Balanced Scorecard,
culture change initiatives. PESTLE analysis, and
scenario planning.

Success Employee engagement, Market share, profitability,

Measurement organizational culture customer satisfaction,
improvements, leadership competitive positioning,
effectiveness, and and achievement of
adaptability to change. business goals.

Key Difference Summary:

● OD focuses on improving organizational effectiveness through people,

processes, and culture.
● Strategic management focuses on creating and implementing business
strategies to ensure long-term success in a competitive market.

6. Discuss Kurt Lewin's Change Model, Action Research, and Systems Theory
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

Concept Focus Key Principle

Lewin’s Change Model Change Management Change happens in three

structured steps.

Action Research Problem-Solving & Change Change should be iterative,

research-based, and
participatory.

Systems Theory Holistic View Change affects the entire

organization, not just
isolated areas.

Together, these models guide successful organizational change by ensuring

structured transitions, data-driven improvements, and system-wide thinking.

1. Kurt Lewin’s Change Model

Kurt Lewin, a pioneer in social psychology, developed a three-step model for

organizational change:

1. Unfreeze – Preparing the organization for change by breaking existing

norms, behaviors, and resistance.
○ Example: Identifying outdated processes and communicating the need
for change.
2. Change (Transition) – Implementing new processes, behaviors, or mindsets.
○ Example: Training employees on new systems, introducing new
policies.
3. Refreeze – Stabilizing and reinforcing the new change to make it permanent.
○ Example: Embedding changes into company culture through policies,
rewards, and continuous support.

🔹 Key Idea: Change is a structured process, requiring careful planning and

reinforcement.

2. Action Research

Action Research is a problem-solving and continuous improvement approach

developed by Kurt Lewin. It follows a cycle of:

1. Diagnose – Identify the problem through data collection and analysis.

2. Plan – Develop a strategy for change based on research.
3. Act – Implement the change in a controlled manner.
4. Evaluate – Assess the impact and refine strategies if needed.
5. Repeat – Continue iterating based on findings.
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

🔹 Key Idea: Change should be data-driven, participatory, and iterative, involving

employees in the process.

3. Systems Theory

Systems Theory views an organization as a complex system made up of

interdependent parts. Change in one area affects the whole system.

Key Principles:

● Organizations are open systems (influenced by external and internal

factors).
● Changes must consider interactions between departments, people, and
processes.
● Feedback loops help adjust and improve system performance.

🔹 Key Idea: Organizations function as interconnected systems, so change should be

holistic and consider all variables.
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
ASSIGNMENT No. 1

References

S, M. (2019, September 28). Organisational Development (OD): definitions, objectives,

importance, techniques.
Economics Discussion. https://www.economicsdiscussion.net/management/organisational-
development/31870