Organizational Development: A Practitioner's Guide for OD and HR

by Cheung-judge, Mee-yan; Holbeche, Linda

• ISBN13: 9780749460945
• ISBN10: 0749460946
• Format: Paperback
• Copyright: 2011-05-28
• Publisher: Kogan Page Ltd

Summary

Organizational Developmentis the systematic method of taking an objective look at how an organization is operating, gathering information, and then deciding on the most appropriate action to help that organization develop and improve. Written by two leading experts in the field,Organizational Developmentdescribes how OD can be used effectively in today's economy to create organizations that maximize their capability. The authors provide advice on using diagnostic techniques to identify an organization's needs and on how to use them across a range of areas. With case studies and advice from two experienced experts in the field,Organizational Developmentoffers practical ideas and examples of how to make an organization more efficient.

Author Biography

Dr Mee-Yan Cheung-Judge is the founder of Quality and Equality Ltd and the author of many Organization Development articles. She began her career as an academic but for the past 25 years she has primarily been an OD practitioner working with organizations on solving complex issues across sectors. She combines her consultancy work with speaking, writing and delivering OD capability development programmes across the world. She is currently a visiting fellow at Roffey Park Business School and was voted one of the 25 most influential thinkers in HR by HR Magazine in 2008. Professor Linda Holbeche was previously Research and Policy Director at the CIPD and is an acknowledged thought and practice leader in HR. She too features strongly among the top 25 most influential thinkers in HR by HR Magazine and Personnel Today. Linda is co-director of the Holbeche Partnership and is an author, speaker, consultant and researcher in the fields of leadership, human resources, change management and sustainable high performance.

Table of Contents

List of figures	p. xi
Foreword	p. xiii
Acknowledgements	p. xvi
Introduction	p. 1
An OD practitioner's guide to OD	p. 7
What is OD? A brief history	p. 9
The goals, characteristics and definition of Organization Development	p. 9
A brief history of OD	p. 12
Critical founders who shaped the OD field	p. 14
How the field got its name	p. 16
Values that have informed OD practice	p. 19
The role of the OD practitioner	p. 21
Summary	p. 23
A theory overview	p. 25
What are our practice building blocks?	p. 25
The relationships between theory and research	p. 26
Five core theoretical bases that shape OD practices	p. 28
Methodological/practical implications of the theoretical perspectives	p. 41
Summary	p. 46
The OD cycle and the entry and contracting phase	p. 47
Overview of the OD consultancy cycle - six key components	p. 48
Phase one: Entry - initial contact	p. 51
Phase two: Contracting	p. 57
Summary	p. 62
The diagnostic phase	p. 63
What is diagnosis in OD? What are the wider aims for the diagnostic process?	p. 64
Summary of the tasks and skills required by the diagnostic process	p. 66
A political consideration in managing the diagnostic phase	p. 67
An outline of the different kinds of data you may need	p. 70
Data collection methods and how to ensure that the data collection process achieves your aims	p. 73
Data analysis - how to join different data together	p. 75
Data feedback and action planning	p. 77
Summary	p. 80
The intervention phase	p. 81
Definition of intervention and the key criteria of OD intervention	p. 82
Summary of the tasks and skills required in intervention	p. 83
Cross-dimensional design of intervention - review of the three 'cubes of intervention' frameworks	p. 83
Levels and types of interventions	p. 89
Summary of cross-dimensional checklist based on concepts from the three cubes, levels and types of intervention	p. 93
Building an intervention strategy - construction of criteria for effective intervention design	p. 96
Summary	p. 104
The evaluation phase	p. 106
What is evaluation and what are metrics?	p. 107
Summary of the tasks and skills required for evaluation	p. 107
OD perspectives on evaluation - evaluation in the OD cycle of work	p. 109
How to build the culture of evaluation as an integrated part of our OD work	p. 110
What does one measure and how?	p. 116
The practicalities of estimating return on investment	p. 124
Postscript: The value an internal OD department can offer an organization	p. 129
Summary	p. 134
The Organization Development practitioner	p. 136
The roles and tasks of OD practitioners	p. 136
The concept of 'self as instrument'	p. 138
The competence profile of the OD practitioner	p. 143
The development journey that OD practitioners should engage in	p. 147
The practice trademarks of OD	p. 151
Summary	p. 159
Power and politics and Organization Development	p. 160
What do we mean by power and politics? Why are they relevant for OD practitioners?	p. 162
Two faces of power - the work of McClelland	p. 164
How power dynamics work within the organization - four theorists	p. 165
The application of the use of power in three key OD activities	p. 170
Using personal power more effectively to achieve greater impact	p. 175
Summary	p. 180
The future of OD	p. 182
A review of literature on OD's future	p. 183
A proactive strategy to build a future for OD	p. 188
Final questions for you, as you form part of OD's future	p. 193
HR in relation to OD: Practice examples	p. 195
HR in relation to OD	p. 197
Why is it important that HR 'gets' OD?	p. 198
HR's own change journey	p. 201
The expanding HR agenda	p. 204
Which of these activities require an OD frame?	p. 207
How can HR and OD work together?	p. 208
Conclusion	p. 210
Organizational design	p. 212
What is organizational design?	p. 213
Challenges for the business	p. 214
The changing field of ODS	p. 216
The Star Model	p. 217
An HR/OD approach t0 designing organizations	p. 224
Culture change	p. 234
Defining culture	p. 235
Challenges of culture for the business and HR	p. 237
About culture change	p. 238
HR's role in developing cultures	p. 243
HR's role in integrating cultures	p. 246
HR's role in changing cultures	p. 252
Conclusion and culture change checklist	p. 255
Managing transformational change	p. 258
A turbulent backdrop	p. 258
Defining transformational change	p. 259
What we know about profound change	p. 260
The people aspects of change	p. 265
What is required of HR in managing change?	p. 266
HR leading from the front	p. 273
Conclusion: HR's role in building change capability	p. 280
Developing effective leadership	p. 281
Defining leadership	p. 282
Challenges facing leaders	p. 283
Challenges facing HR/OD	p. 283
Growing tomorrow's leaders	p. 284
Leadership implications of the new terrain	p. 286
Conclusion: crafting a leadership development strategy	p. 300
Postscript	p. 303
People and organization	p. 303
Create great places to work	p. 304
Consciously develop a change-able culture	p. 304
Encourage learning and experimentation	p. 305
Stimulate people to perform brilliantly	p. 305
Manage change	p. 305
Build healthy and ethical organizations	p. 306
Build effective leadership	p. 306
Act now for a better future	p. 307
Be the change you want to see	p. 307
References	p. 308
Index	p. 318
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