Samenvatting van het boek experiental approach to organizational development
Inclusief de artikelen Does Team Building Work en WHAT'S THE DIFFERENCE?
DIVERSITY CONSTRUCTS AS SEPARATION, VARIETY, OR DISPARITY IN ORGANIZATIONS
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Chapter 1: Organization development and reinventing the organization .............................................. 2
Chapter 2: Organization Renewal: The challenge of change .................................................................. 7
Chapter 3: Changing the culture ........................................................................................................... 13
Chapter 4: The diagnostic process ........................................................................................................ 17
Chapter 5: Overcoming resistance to change ....................................................................................... 23
Chapter 6: OD intervention strategies .................................................................................................. 26
Chapter 7: Process intervention skills ................................................................................................... 30
Chapter 8: Employee empowerment and interpersonal interventions ................................................ 32
Chapter 9: team development interventions........................................................................................ 38
Chapter 10: Intergroup development ................................................................................................... 45
Chapter 11: Work team development .................................................................................................. 48
Chapter 12: High-performance systems and the learning organization ............................................... 52
Chapter 13: Goal setting for effective organizations ............................................................................ 57
Chapter 14: Organization transformation and strategic change .......................................................... 59
Chapter 15: Challenge and the future for organizations....................................................................... 63
1
,Chapter 1: Organization development and reinventing the organization
Changing market conditions = organizations need to adapt to this and at the same time cope with
the need for a renewing rather than active workforce
Change the way organization are organized and managed:
Organizations = never completely static and they do not exist in isolation of other entities. They are
continuous interaction with external forces including competitors, customers, governments,
stockholders, suppliers, society and unions
Conditions facing today’s organizations:
- Companies face global as well as domestic competitors
- Changing customer lifestyles and technological breakthroughs all act on the organization to
cause it to change
- Government regulation and deregulation are continually changing, while international trade
agreements present new opportunities and obstacles.
- Stockholders are demanding and more accountability
- Suppliers providing both products and services to organizations come more and more from
the world economy
- The society within which an organization operates influences the modes, values and norms
that are developed in the organization
What is organization development
Key to survival and success = not rational quantitative approaches but is commitment to irrational,
difficult to measure things, like people, quality, customer service and developing the flexibility to
meet changing conditions
- Employee involvement and commitment are the true keys to successful change
2
,Organization development = comprise the long-range efforts and programs aimed at improving an
organization’s ability to survive by changing its problem-solving and renewal processes. It involves
moving toward an adaptive organization and achieving corporate excellence by integrating the
desires of individuals for growth and development with organizational goals.
Organizations development is an effort:
1. Planned
2. Organization-wide
3. Managed from the top
4. To increase organization effectiveness and health
5. Through planned interventions in the organization’s processes using behavioural science
knowledge
Organization development is not:
- A micro approach to change
- Any single technique
- Does not include random or ad hoc changes
- Not exclusively aimed at raising morale or attitudes
Goal of organization development = make organizations healthier and more effective. This applies to
organizations of all types
Basic characteristics of organization development programmes
1. Change = OD is a planned strategy to bring about organizational change. The change effort
aims at specific objectives and is based on a diagnosis of problem areas
- Change is planned by managers to achieve goals
2. Collaborative approach = OD typically involves a collaborative approach to change that
includes the involvement and participation of the organization members most affected by
the changes
- Involves collaborative approach and involvement
3. Performance orientation = OD programs include an emphasis on ways to improve and
enhance performance and quality
- Emphasis on ways to improve and enhance performance
4. Humanistic orientation = OD relies on a set of humanistic values about people and
organizations that aims at making organizations more effective by opening up new
opportunities for increased use of human potential.
- Emphasis upon increased opportunity and use of human potential
5. Systems approach = OD represents a systems approach concerned with the interrelationship
of divisions, departments, groups and individuals as interdependent subsystems of the total
organization
- Relationship among elements and excellence
6. Scientific method = OD is based upon scientific approaches to increase organization
effectiveness
- Scientific approaches supplement practical experience
Organization development practitioner = person in an organization responsible for changing existing
patterns to obtain more effective organizational performance.
3
, Emergence of organization development:
1. The need for new organizational forms = organizations tent to adopt forms appropriate to a
particular time. The current of change requires more adaptive forms
2. The focus on cultural change = every organization forms its own culture, a distinctive system
of beliefs and values, the only real way to change is to alter the organizational culture
3. The increase in social awareness = because pf the changing social climate, tomorrow’s
employee will no longer accept an autocratic style of management, therefore greater social
awareness is required in the organization
The only constant is change
Traits of successful firms:
- Faster = more responsive to innovation and change
- Quality conscious = totally committed to quality
- Employee involved = adding value through human resources
- Customer oriented = creating niche markets
- Smaller = made up of more autonomous units
The evolution of organization development
History of organization development
- OD has evolved over the past 55 years from its beginnings as the application of behavioural
science knowledge and techniques to solving organization problems
- OD started in 1940 at MIT and is deeply rooted in the pioneering work of applied social
scientists
- The term organization development emerged in about 1957 and is generally conceded to
have evolved from two basic sources:
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