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Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter One: Introduction to  Organization Development
Learning Objectives  for Chapter One ,[object Object],[object Object],[object Object],[object Object]
Burke’s Definition of OD ,[object Object]
French’s Definition of OD ,[object Object]
Beckhard’s Definition of OD ,[object Object]
Beer’s Definition of OD ,[object Object]
Organization Development is... ,[object Object]
Five Stems of OD Practice 1950   1960   1970 1980   1990   2000  Today Current Practice Laboratory Training Action Research/Survey Feedback Normative Approaches Quality of Work Life Strategic Change
Part I: Overview of the Book The Nature of Planned Change The OD Practitioner (Chapter 2) (Chapter 3) Part II: The Process of Organization Development Entering & Diagnosing Diagnosing   Collecting  Contracting Organizations   Groups & Jobs    Diagnostic (Chapter 4) (Chapter 5)   (Chapter 6)   Information   (Chapter 7) Feeding Back Designing OD Leading and Evaluating & Diagnostic Data  Interventions Managing  Institutionalizing (Chapter 8) (Chapter 9) Change Change (Chapter 10) (Chapter 11)
Part III: Human Process Interventions Individual,  Interpersonal, & Group Process Approaches (Chapter 12) Organization Process Approaches (Chapter 13) Part IV: Techno-structural Interventions Restructuring Organizations (Chapter 14) Employee  Involvement (Chapter 15) Work Design (Chapter 16) Part V: Human Resources Management Interventions Performance Management (Chapter 17) Developing and Assisting  Members (Chapter 18) Part VI: Strategic Interventions Competitive and Collaborative Strategies (Chapter 19) Organization Transformation (Chapter 20) Part VII: Special Topics in Organization Development Organization Development OD in Nonindustrial Future Directions  in Global Settings   Settings in OD (Chapter 21)   (Chapter 22) (Chapter 23)

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1. introduction to_od[1]

  • 1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter One: Introduction to Organization Development
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. Five Stems of OD Practice 1950 1960 1970 1980 1990 2000 Today Current Practice Laboratory Training Action Research/Survey Feedback Normative Approaches Quality of Work Life Strategic Change
  • 9. Part I: Overview of the Book The Nature of Planned Change The OD Practitioner (Chapter 2) (Chapter 3) Part II: The Process of Organization Development Entering & Diagnosing Diagnosing Collecting Contracting Organizations Groups & Jobs Diagnostic (Chapter 4) (Chapter 5) (Chapter 6) Information (Chapter 7) Feeding Back Designing OD Leading and Evaluating & Diagnostic Data Interventions Managing Institutionalizing (Chapter 8) (Chapter 9) Change Change (Chapter 10) (Chapter 11)
  • 10. Part III: Human Process Interventions Individual, Interpersonal, & Group Process Approaches (Chapter 12) Organization Process Approaches (Chapter 13) Part IV: Techno-structural Interventions Restructuring Organizations (Chapter 14) Employee Involvement (Chapter 15) Work Design (Chapter 16) Part V: Human Resources Management Interventions Performance Management (Chapter 17) Developing and Assisting Members (Chapter 18) Part VI: Strategic Interventions Competitive and Collaborative Strategies (Chapter 19) Organization Transformation (Chapter 20) Part VII: Special Topics in Organization Development Organization Development OD in Nonindustrial Future Directions in Global Settings Settings in OD (Chapter 21) (Chapter 22) (Chapter 23)