MGMT 410510

1
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

2
Characteristics of OD?

• Leading Change
• Collaborative
• Performance
• Humanistic Relationships
• Systems Interdependencies
• Scientific

Don Harvey Donald R. Brown
3
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)
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Emergence of OD

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

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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
6
Dimensions of and Organization
Linkageinc.com
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Organization as a System
Transformation Process
Inputs Information Equipment Facilities Materials
Money People Technology
Outputs Products Goods Services
Organization
Human Resources Workplace Actions Physical
Resources
People
Environmental Feedback
Don Harvey Donald R. Brown
8
Where does OD Come From?

• Sensitivity Training
• Sociotechnical Systems
• Survey Feedback

Burke
9
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
10
Theorists Whove Influenced OD

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

Burke
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Theorists Whove Influenced OD

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

Burke
12
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?

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OD as a Process of Change
Burke
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OD as a Process of Change

• Phases of Planned change
• Development of need for change
• Establish a change relationship
• Work toward change
• Generalization stabilization of change
• Achieving a terminal relationship

Burke
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OD Stages Phases
1. Entry
STAGE 1 Anticipate Need for Change
2. Contracting
7. Evaluation
STAGE 2 Develop Consultant Client Relationship
STAGE 5 Monitoring Stabilizing
STAGE 6 Continuous Improvement
6. Intervention
3. Diagnosis
STAGE 4 Action Phase
STAGE 3 Diagnostic Phase
4. Feedback
5. Planning change
Burke
Don Harvey Donald R. Brown
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Case Review Exercise

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

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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

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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
VP Admin.
VP Engineering
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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