MGMT 410/510

Topics in Organization Development

April 8

Quick Review of Previous Class

Theory Behind OD
OD as a Process of Change
OD Stages & Phases
The Client and Other Players

Characteristics of OD?
Leading Change
Collaborative
Performance
Humanistic Relationships
Systems Interdependencies
Scientific
Don Harvey & Donald R. Brown

What is OD?
"Organization development is a system-wide
application of behavioral science knowledge to
the planned development and reinforcement of
organizational strategies, structures, and
processes for improving an organization's
effectiveness."
(Cummings and Worley)

OD is a planned process of change in an

organizations culture through the utilization of
behavioral science technologies, research and
theory.
(Burke)

Emergence of OD
The need for new organizational forms
The focus on cultural change
The increase in social awareness
Warren Bennis

Characteristics of Effective
Organizations
Less hierarchical more networked
Involve members in decisions they are
expected to implement
In general, more people oriented

Flexible in how work is done

Encourage innovation
Posses greater information flow

Burke

Dimensions of and Organization

Organization
Structure

Strategy
& Goals

Learning
Information

Leadership

Mission &
Visions
Performance
Measures &
Rewards

Processes

Systems

Culture

Linkageinc.com

Organization as a System
Inputs
Information
Equipment
Facilities
Materials

Transformation
Process

Outputs
Products

Organization

Goods
Services

Human Resources

Money

People
Workplace Actions

People

Physical Resources

Technology

Environmental Feedback
Don Harvey & Donald R. Brown

Where does OD Come From?

Sensitivity Training
Sociotechnical Systems
Survey Feedback

Burke

Theorists Whove Influenced OD

Individual Perspective
Maslow & Herzberg emphasis on individual needs
Vroom & Lawler emphasis on expectancies & values
Hackman & Oldham emphasis on job satisfaction
Skinner emphasis on individual performance

Burke

Theorists Whove Influenced OD

Group Perspective
Lewin emphasis on norms & values
Argyris interpersonal competence & values
Bion group unconscious, psychoanalytic basis

Burke

Theorists Whove Influenced OD

System Perspective
Likert emphasis management style & approach
Lawrence & Lorsch Organizational structure
Levinson Organization as a family

Burke

Case Review Exercise

Discussion Questions
What is the key issue(s) of the case?
Consider the theories discussed, which help
you to understand what is going on? Why?
Applying the theories discussed, what might
you do to resolve the issue(s)? Why?

OD as a Process of Change
Action Research
Three-step Model of System Change
Unfreezing

Changing

Need
Guilt/Anxiety
Safety

Identify w/ New
Information

Refreezing
Self: Assimilation
Others: Alignment

Burke

OD as a Process of Change

Phases of Planned change

1. Development of need for change
2. Establish a change relationship
3. Work toward change
4. Generalization & stabilization of change
5. Achieving a terminal relationship

Burke

OD Stages & Phases

7. Evaluation
STAGE 5
Monitoring &
Stabilizing

STAGE 1
Anticipate Need
for Change

STAGE 6
Continuous
Improvement

1. Entry

2. Contracting
STAGE 2
Develop Consultant
Client Relationship

6. Intervention
STAGE 4
Action Phase

5. Planning change

3. Diagnosis
4. Feedback

STAGE 3
Diagnostic
Phase

Burke
Don Harvey & Donald R. Brown

Case Review Exercise

Discussion Questions
Image you are an OD Consultant assigned to the
case; What steps you would take to resolve this
case?

Defining the Client

Contact clientsindividual who defines the
project/or contracts with a consultant
Intermediate clientssenior management
Primary clientsthose that own the problem
Ultimate clientslarger context thats impacted
by the project, often the entire organization

Defining the Client

I have come to think of my client as the
relationship and/or interface between individuals
and units within and related to the system.
Burke
President

VP
Finance

VP
Operations

Marketing
Sales

Production

VP
Admin.

VP
Engineering

Other Participant Roles

Project Sponsor sufficient authority to
authorize change
Project Leader/Manager authority &
responsibility to lead project

Consultant provide process and technical

expertise
Change Agent vision for change, implementer,
communicator
Process Owner(s) responsible for products or
services produced by key processes being
reviewed