1. General Introduction to Organization Development1
General Introduction to Organization Development

2. Define and describe the practice and study of organization development (OD).
Describe the history and relevance of OD.
Distinguish OD and planned change from other forms of organization change.

3. Burke’s Definition of OD
OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.

4. French’s Definition of OD
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.

5. Beckhard’s Definition of OD
OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral science knowledge.

6. Beer’s Definition of OD
OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) Enhancing congruence between organizational structure, process, strategy, people, and culture (2) Developing new and creative organizational solutions (3) Developing the organization’s self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioral science theory, research, and technology

7. Organization Development is...
a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

8. Five Stems of OD Practice
Laboratory Training
Action Research/Survey Feedback
Normative Approaches
Current Practice
Quality of Work Life
Strategic Change
Today

9. The normative approach
Blake and Mouton’s model
Managerial grid model

10. Overview of the Book Part 1: Overview of the Book
The Nature of Planned Change The OD Practitioner
(Chapter 2) (Chapter 3)
Part 2: The Process of Organization Development
Entering & Contracting
(Chapter 4)
Diagnosing
(Chapter 5)
Collecting, Analyzing, and Feeding Back Diagnostic Information (Chapter 6)
Designing Interventions
(Chapter 7)
Managing Change
(Chapter 8)
Evaluating and Institutionalizing OD Interventions
(Chapter 9)

11. Part 7: Special Applications of Organization Development
Overview of the Book
Part 3:
Human Process
Interventions
Interpersonal and
Group Process
Approaches
(Chapter 10)
Organization
Process Approaches
(Chapter 11)
Part 4:
Technostructural
Interventions
Restructuring
Organizations
(Chapter 12)
Employee Involvement
(Chapter 13)
Work Design
(Chapter 14)
Part 5:
Human Resource
Management
Interventions
Performance
(Chapter 15)
Developing Talent
(Chapter 16)
Managing Workforce
Diversity and
Wellness
(Chapter 17)
Part 6:
Strategic Change
Interventions
Transformational
Change
(Chapter 18)
Continuous Change
(Chapter 19)
Transorganizational
(Chapter 20)
Part 7: Special Applications of Organization Development
Organization Development
OD in Health Care,
Future Directions
for Economic, Ecological
School Systems, the Public Sector, and Family-Owned Businesses
in Organization Development
and Social Outcomes
(Chapter 23)
(Chapter 21)
(Chapter 22)