What is Organization Development?

1
What is Organization Development?

• ???????????????????????

2
Concise history of OD

• From Classical OD to Modern Organization Change
  and Transformation

3
??????????????????????????????????????????????????
??

• ????????????????????????????? 1950 ??? 1960
• ??????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ? ????????????????????????????????????????????????
  ????????????????????????????????

4
Brief history of OD (1)

• The late 1950s and early 1960s OD rooted in the
  behavioral sciences to created planned change in
  organizations.
• Early OD practitioners influenced by ideas and
  normative values based in social psychology and
  humanistic psychology (Lewin, Lippitt, Maslow,
  McGregor, Argyris)
• Organization effectiveness

5
Humanistic Psychology

• Believes that humans have an intrinsic need for
  psychological growth.
• Organizational structures or practices that limit
  opportunities for personal growth are ultimately
  harmful to the organization.
• The intervention designed to limit opportunities
  for personal growth is not truly an OD
  intervention

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WW II and OD

• ??????????????????????????????????????????????????
  ????????????????????????? ?????
  ???????????????????????????????????
• ??????????????????????????????????????????????????
  ????????????????????????????? ????????
  ??????????????????????????? ??????????????????????
  ??????????????????? ???????????? ???????????????
  ??????????????????????? ??? ???????????????????

7
??????????????????????????????????? (Human
Relations Movement)

• ??????????????????????????????????????????????????
  ?????????????????????????????????????????????????
  ????????????????????????????? ??????
  ????????????? ??????????????????????
  ???????????????????????????????????
  ??????????????????????????????????????????????????
  ???????????????????????? ?????????????????????????
  ???????????????????????????????????????????
  (Complex change dynamics) ????????????????????????
  ??????????? ???????????????????????????? (Human
  systems) ?????????????

8
?????????????

• ?????? ???????????? (Douglas McGregor)
• ????? ?????? (Eric Trist)
• ????? ????? (Kurt Lewin)
• ??????? ????????? (Richard Beckhard) ???
  ???????????????????????? ?????????????????????
  (Quality of Working Life movement - QWL)

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??????????????? 1950

• ???????????????????????? ?????????????????????????
  ??????? General Mills ????????????????????
  ??????????????? (Organization Development)
  ??????
• ??????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ?????????????????????? (Innovative bottoms-up
  change effort)

10
????????????????????????????????????

• ??????????????????????????????????
  ????????????? (Human side) ??????????
  ????????????? ?? ???????????? ?????? ?????????
  ??????? ???????? ????????? ???????????????????
  ???????

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Organization as Human Systems

• ??????????????????????????????????????????????????
  ????????????????????? ?????????? (Human
  systems) ?????????????????????????????????????????
  ??? ???????? ???????? (Improvement)
  ??????????????????????????????????????????????????
  ?????????????? (Planned change)
• ??????? ??????????????????????????????????????????
  ?????????????? (Intervention) ????????????????????
  ???????????????????????????????????????????

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OD is

• a top management-supported, long-range effort to
  improve an organizations problem-solving and
  collaborative diagnosis and management of
  organizational culture with special emphasis on
  formal work-team, temporary team, and intergroup
  culture with the assistance of a consultant
  facilitator and the use of theory and technology
  of applied behavioural research, including action
  research (French and Bell, 1990 17).

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• a set of behavioural science-based theories,
  values, strategies, and techniques aimed at the
  planned change of the organizational work setting
  for the purpose of enhancing individual
  development and improving organizational
  performance, through the alteration of
  organizational memberss on-the-job behaviours
  (PorrasRobertson, 1992).

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Organizational Development

• Organizational development is a series of
  techniques and methods that managers can use in
  their action research program to increase the
  adaptability of their organization. (George
  Jones, 2007)

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Action Research

• Action research is a strategy for generating and
  acquiring knowledge that managers can use to
  define an organizations desired future state and
  to plan a change program that allows the
  organization to reach that state.

16

• Organization development is an effort
• planned,
• organization-wide, and
• managed from the top, to
• increase organization effectiveness and health
  through
• planned interventions in the organizations
  processes, using behavioral-science knowledge.
  (Beckhard, 1969)

17
????????????????????????????????????????
(Wendell, Cecil and Bell, 1999)

• ??????????????????????????? ????????????????????
  
• ??????????????????????????????????????????????????
  ? (Collaboration) ????????????????????????????????
  ????????????????????????????????????
• ??????????????????????????????????????????????????
  ???????????????? ?????????????????????????????????
  ????????????????????????????
• ??????????????????????????? ?????????????????????
  (Human and social side) ?????????
  ??????????????? ??????????????????????????????????
  ?????? ????????????????????????????
  (Technological and structural sides) ????

18
????????????????????????????????????????
(Wendell, Cecil and Bell, 1999)

• ??????????????????????????????????????????????????
  (Participation) ??? ???????????????
  (Involvement) ????????????????????????????????????
  ??????????????????????????????????????????????
• ??????????????????????????????????????????????????
  ???? (Total system change) ???????????????????????
  ???????????????????????? (Complex social systems)
• ???????????????????????????? ?????????????
  (Facilitators) ????????????????????
  (Collaborators) ??????????????????????
  (Co-learners) ????????????????????????????????

19
????????????????????????????????????????
(Wendell, Cecil and Bell, 1999)

• ??????????????????????????????????????????????????
  ?????????????????? ???????????????????????????????
  ?? ???????????????????????????????????????????????
  ??????????? (Continuous learning)
  ????????????????????????????????
  (Self-analytical) ????????????????????????????????
  ??????????????????????????????????????????????????
  ??????????????????????????????????????????????????
  ??????
• ?????????????????????????????????????????????????
  (Action research model) ??????????????????????????
  ??????????????????????????????????????
• ????????????????????????? ?????????
  (Developmental view) ???????? ????????????????????
  ??????????????????????????????????????????????????
  ???????????????? ?????????????????????????????????
  ???????????????????? (Win-Win) ???????????????????
  ????????????????????????????

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????????????????????????? 1980

• ????????????????????????????????
  ??????????????????????????? ??????????????????????
  ????????????????????????????? ????????????????????
  ??????????????????????????????????????????????????
  ???????????????????? (Large scale)
  ??????????????????????????????????????????????????
  ??????????????????? (Radical and fundamental
  change) ????????????????????????????????
  ????????????????? (Paradigm shift)
  ????????????????????????????????????????
  ???????????????? (Organization transformation -
  OT)

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???????????????????????????????????????
??????????????????????????????????????????????????
?? ??????????????????????????????
????????????????????????????? ????????????????????
???????? ??????????????????? ?????????????????????
???????????????????? ????????????
??????????????? ?????? ??????????
??????????????????????????????? ?????????????
??????????????????????????????????????????
????????????? ??????? ???????? ???? ??????
??????????????????? ??????????? ????????
??????????? ???????? ?????????????????????????
???????????????????? (Interventions)
??????????????????????????????????????????????????
????????????? ???????????????????????????????????
????????? ???????? ?????? ????? (Faster,
Better, Cheaper)
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Turning point of OD

• In the 1980s, major management consultants
  include reengineering or business process
  reengineering
• Led to new practices areas as change management
• Reengineering and change management were
  virtually synonymous.

Is reengineering an OD intervention?
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Change management

• Assumption specific changes can be identified
  and implemented using planning and project
  management techniques
• Employing participative process to secure
  buy-in and support for change
• Needed change identified, planned and led by
  managers and executives using consultants as
  agents and resources to help direct or steer the
  change(s).
• Intend to advance the competitive, economic and
  financial well-being of organization.
• Change management engineering organizations
  for economic gain.

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Comparison of Change Management and Organization
Development
Change Approach Emphasis on Methods Dominant Values Management of Change as
Change Management Outcomes Elite processes Economic Engineering and directing
Organization Development Processes Participatory processes Humanistic Facilitation and coaching
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Language and Values of Social Psychology and
Humanism vs. Economics and Business
Dimension Social Psychology and Humanism Economics and Business
Highest value Human Development Financial Return
Instrumental agent Awareness Money and Resources
Image Self-actualization The bottom line
Location of values in action Inner self The marketplace
Icon Enlightened and empowered self Entrepreneur and business executive
Theme The Individual Freedom Dignity Empowerment Emotions Spirit Holistic integration Business and markets Competitive strategy Profit and Loss Productivity ROI Efficiency use of resources Economic wealth
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Positioning OD


Business-oriented
Modern OT
Humanism
Classical OD
Participatory
Elitism
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Positioning OD?????????????????????????????????
???????????????
Business-oriented
Modern OT
Elitism
Participatory
Classical OD
Humanism
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ODa Comprehensive viewpoint

• OD is a comprehensive process of planned
  improvement in overall functioning of an
  organisation.
• It deals with, and attempts to improve, any
  aspect of the organisation that needs fixing it
  is not limited to psychological, behavioural,
  social, or cultural aspects of the organisation
  it is comprehensive.

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???????????????????????

• ??????????????????????????????????????????????????
  ??? (Planned change) ?????????????????????
  (Long-range effort)
• ??????????????????????????????????????????????????
  ??????????????????? (Organization-wide)
• ??????????????????????????????????????????????????
  (Managed by the top) (Management support)

• ???????????????????????????????????
  (Effectiveness) ????????????????? (Healthy) HPO
• ??????????????????????????????? (Planned
  interventions)
• ????????????????? ?????????? (Interdisciplinary)
  
• ??????????????????? ?????/?????? ???????????

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OD

• ????????? ?????????????????????????????????
• ?????????? ??????????????????????????????????????
  ???????????????????????????????????
• OD ????????????????
• ?????????????????? (organizational reflection),
  
• ????????? ???????????????????????????????????????
  (system improvement, planning, and
  self-analysis).

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It is usually carried out by change agents who
may be managers or key people within the
organisation, with or without the assistance of
specialised resource people, including
consultants.
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HRs dual role in OD

• Change agents initiate and lead the
  organizational changes that a company must make
  to remain competitive in the face of major
  business shifts.
• Change facilitators support change initiatives
  launched by others in organization.

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What HR professional-turned change-agents-and-faci
litators look like in action?

• Scouts
• scan the external and internal business landscape
  to identify their companys strengths and
  weaknesses related to people, process, structure,
  and technologies
• assess potential threats and the companys
  ability to overcome those threats
• and spot opportunities to improve operations and
  put the right talent in place to support the
  companys business strategy.

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What HR professional-turned change-agents-and-faci
litators look like in action? (2)

• Chess masters
• Identify and coach individuals who can best lead
  change efforts
• Develop and communicate key messages supporting
  change champions
• and deploy human resources to best influence the
  outcome of a change initiatives.

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What HR professional-turned change-agents-and-faci
litators look like in action? (3)

• Cartographers
• Provide a road map describing the steps, tools,
  and techniques necessary for the company to
  navigate major change, including how the company
  will address barriers to a change initiatives.

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What HR professional-turned change-agents-and-faci
litators look like in action? (4)

• Architects
• Rethink the design of systems and processes for
  managing human performance, such as
  job-classification systems, compensation and
  incentive systems, training and development
  programs, and informal recognition system.

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?????????????? ?????????? ???????? ???????? ????????????????? ?????????????????????????????????? ???????????? ????????????? ?????????????????? ???????????????????????????????????????????? ?????????????????????????????????????? OD ?????????????????????????????????????? ??????????????????????????? OD ????????????????????????????????? ??????????????????????
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OD practitioners Interventionists

• ??????????????????????????????????????
  ??????????