Organizational Development
Organizational Change and Development
Chapter 12
ORGANIZATIONAL CHANGE AND DEVELOPMENT
Introduction
Change is a constant, a thread woven into the fabric of our personal and professional lives. Change occurs within our world and beyond -- in national and international events, in the physical environment, in the way organizations are structured and conduct their business, in political and socioeconomic problems and solutions, and in societal norms and values. As the world becomes more complex and increasingly interrelated, changes seemingly far away affect us. Thus, change may sometimes appear to occur frequently and randomly. We are slowly becoming aware of how connected we are to one another and to our world. Organizations must also be cognizant of their holistic nature and of the ways their members affect one another. The incredible amount of change has forced individuals and organizations to see “the big picture” and to be aware of how events affect them and vice versa. Organizational development (OD) is a field of study that addresses change and how it affects organizations and the individuals within those organizations. Effective organizational development can assist organizations and individuals to cope with change. Strategies can be developed to introduce planned change, such as team-building efforts, to improve organizational functioning. While change is a “given,” there are a number of ways to deal with change -- some useful, some not. Organizational development assists organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts. Organizational development is a relatively new area of interest for business and the professions. While the professional development of individuals has been accepted and fostered by a number of organizations for some time, there is still ambiguity surrounding the term organizational development. The basic concept of both professional
Chapter 12
ORGANIZATIONAL CHANGE AND DEVELOPMENT
Introduction
Change is a constant, a thread woven into the fabric of our personal and professional lives. Change occurs within our world and beyond -- in national and international events, in the physical environment, in the way organizations are structured and conduct their business, in political and socioeconomic problems and solutions, and in societal norms and values. As the world becomes more complex and increasingly interrelated, changes seemingly far away affect us. Thus, change may sometimes appear to occur frequently and randomly. We are slowly becoming aware of how connected we are to one another and to our world. Organizations must also be cognizant of their holistic nature and of the ways their members affect one another. The incredible amount of change has forced individuals and organizations to see “the big picture” and to be aware of how events affect them and vice versa. Organizational development (OD) is a field of study that addresses change and how it affects organizations and the individuals within those organizations. Effective organizational development can assist organizations and individuals to cope with change. Strategies can be developed to introduce planned change, such as team-building efforts, to improve organizational functioning. While change is a “given,” there are a number of ways to deal with change -- some useful, some not. Organizational development assists organizations in coping with the turbulent environment, both internally and externally, frequently doing so by introducing planned change efforts. Organizational development is a relatively new area of interest for business and the professions. While the professional development of individuals has been accepted and fostered by a number of organizations for some time, there is still ambiguity surrounding the term organizational development. The basic concept of both professional
References: & SUGGESTED READINGS Benveniste, G. (1989). Mastering the politics of planning. San Francisco: Jossey-Bass. Bridges, W. (1980). Transitions: Making sense of life’s changes. Reading, MA: Addison-Wesley. Bridges, W. (1988). Managing organizational transitions. Organizational Dynamics, 15 (1), 24-33. Conner, D. (1990). The changing nation: Strategies for citizen action (Handout materials). Atlanta: ODR, Inc. Cumming, T. G., & Huse, E. F. (1989). Organizational development and change (4th ed.) St. Paul, MN: West Publishing. Egan, G. (1988). Change-agent skills b: Managing innovation and change. San Diego: University Associates. Foster, B. (1991). “Creating a vision that employees can see.” Presentation made at The University of Georgia Center for Continuing Education, Athens, GA. Kanter, R. M. (1983). The change masters. New York: Simon & Schuster. Lee, C. (1991, January). Followership: The essence of leadership. Training, pp. 27-35. Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1, 5-12. Middlemist, R. D., & Hitt, M. A. (1988). Organizational behavior: Managerial strategies for performance. St. Paul, MN: West Publishing. Murrell, K. L., & Vogt, J. F. (1991). The manager as leader in an empowering organization: Opportunities and challenges. In J. W. Pfeiffer (Ed.), The 1991 annual: Developing human resources (pp. 297-305). San Diego: University Associates. Nowlen, P. M. (1988). A new approach to continuing education for business and the professions. New York: Macmillan and National University Continuing Education Association. Parker, G.M. (1990). Team players and teamwork: The new competitive business strategy. San Francisco: Jossey-Bass. Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday Currency. Walters, P. G. (1990). Characteristics of successful organization development: A review of the literature. In J.W. Pfeiffer (Ed.), The 1990 annual: Developing human resources (pp. 209-223). San Diego: University Associates. 12.23