Chapter One:

Introduction to
Organization Development

Thomas G. Cummings
Christopher G. Worley

Instructor: Zia-ur-
Rehman(ziaurrehman12@hotmail.com)
 To provide a definition of
Organization Development (OD)
 To distinguish OD and planned
change from other forms of
organization change
 To describe the historical
development of OD
 To provide an outline of the book

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

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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.
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 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.
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 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; and
(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.
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 a system wide application of
behavioral science knowledge to
the planned development,
improvement, and reinforcement
of the strategies, structures,
and processes that lead to
organization effectiveness.

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Q . Discuss in detail the Contributing
Disciplines of behavioral science to the
Organization Development
Contributing Disciplines to the OB
Field “Psychology”
Contributing Disciplines to the OB
Field (Sociology)
Contributing Disciplines to the OB
Field (Social Psychology)
Contributing Disciplines to the OB
Field (Anthropology)
Contributing Disciplines to the OB
Field (Political Science)
 Laboratory Training

Action Research/Survey Feedback

Current Practice
Participative Management

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000

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 Knowledge management
Tangible knowledge(Explicit) assets
captured and retained in organization
structures and systems.

Intangible knowledge (Tacit)or

intelligence possessed by employees
and other stakeholders.

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Dependent variable : Learning through Knowledge
Sharing Behavior
Independent Variables : Trust, Willingness to Share,
Absorption Capacity and Perception about Knowledge
Trust
Learnin
g
Through
Willingn Perceptio Knowled
ess to n ge
sharing
share Behavio
Absorpti r

on
Capacity

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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 Managing Evaluating &
Diagnostic Data Interventions Change Institutionalizing
(Chapter 8) (Chapter 9) (Chapter 10) Change
(Chapter 11)

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Part III: Part IV: Part V: Part VI:
Human Techno- Human Strategic
Process structural Resources Interventions
Interventions Interventions Management
Interventions Organization and
Interpersonal Restructuring Environment
and Group Organizations Performance Relationships
Process (Chapter 14) Management (Chapter 19)
Approaches (Chapter 17)
(Chapter 12 Employee Organization
Involvement Developing and Transformation
Organization (Chapter 15) Assisting (Chapter 20)
Process Members
Approaches Work Design (Chapter 18)
(Chapter 13) (Chapter 16)

Part VII: Special Topics in Organization Development

Organization Development OD in Different Types Future Directions
in Global Settings of Organizations in OD
(Chapter 21) (Chapter 22) (Chapter 23)
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