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Text:
Waddell,D., Cummings, T.G. & Worley, C.G. (2000). Organisation
development and change. South Melbourne, Vic.: Nelson Thomson Learning.
Other sources:
French, W.L. & Bell, C.H. (1999). Organization development – Behavioral
science interventions for organization improvement (6th ed). New York:
Prentice Hall.
Harvey, D. & Brown, D.R. (2001). An experiential approach to organization
development (6th ed). Upper Saddle River, N.J.: Prentice Hall.
Senior, B. (1997). Organisational change. Harlow, Eng.: Prentice Hall.
JH701 Management of Change &
Organisational Development
1.Predictable
2.Forecastable by extrapolation
5. Unpredictable surprises
Grundy’s varieties of change
1. smooth incremental
2. bumpy incremental
3. discontinuous
Burke’s Definition of OD
Current Practice
Action Research/Survey Feedback
Participative Management
Strategic Change
Unfreezing
Movement
Refreezing
Action Research Model
Problem Identification
Joint diagnosis
Consultation with a
behavioral scientist Joint action planning
• Differences
– General vs. specific activities
– Centrality of consultant role
– Problem-solving vs. social constructionism
General Model of Planned Change
Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalising
Contracting Change Change
Different Types of
Planned Change
• Magnitude of Change
– Incremental
– Quantum
• Degree of Organisation
– Overorganised
– Underorganised
• Domestic vs. International Settings
Critique of Planned Change
• Conceptualisation of Planned Change
– Change in not linear
– Change is not rational
– The relationship between change and performance
is unclear