book

Organization Development, 3rd Edition

Name: Organization Development, 3rd Edition
ISBN: 9781789667929

by Dr. Mee-Yan Cheung-Judge, Linda Holbeche

June 2021

Intermediate to advanced

576 pages

19h 35m

English

Kogan Page

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Cover
Endorsements
Titlepage
Contents
List of Figures
Acknowledgements
Introduction
PART ONE A practitioner’s guide for Organization Development
Section 1: OD history and theory overview
1 What is OD? Its brief history
The goals, characteristics and definition of Organization DevelopmentA brief history of ODCritical founders who shaped the OD fieldHow the field got its nameValues that have informed OD practiceThe role of the OD practitionerSummary

2 Theories and practices of OD: a theory overview
The building blocks of our practiceThe theoretical bases of ODThe relationships between theory and practiceEight core theoretical bases that shape OD practicesMethodological/practical implications of the theoretical perspectivesSummaryNote
Section 2: OD cycle of work
3 Theories and practices of OD: the OD cycle and the entry and contracting phase
Overview of the OD consultancy cycle – six key componentsPhase one: entry – initial contactPhase two: contractingSummary
4 Theories and practices of OD: the diagnostic phase
What is diagnosis in OD? What are the wider aims for the diagnostic process?Summary of the tasks and skills required for the diagnostic processPolitical considerations in managing the diagnostic phaseAn outline of the different kinds of data you may needData collection methods and how to ensure that the data collection process achieves its aimsData analysis – how to join different data togetherData feedback and action planningSummary
5 Theories and practices of OD: the intervention phase
Definition of intervention and the key criteria for OD interventionDesign interventions (cross-dimensional design) – review of the three ‘cubes of intervention’ frameworkLevels and types of interventionsSummary of cross-dimensional checklist based on concepts from the three cubes, levels and types of interventionBuilding an intervention strategy – construction of criteria for effective intervention designSummary of the tasks and skills required in an interventionSummary
6 Theories and practices of OD: the evaluation phase
The three roots of evaluationOD evaluation as part of the OD cycle of workWhat is evaluation and what are metrics? What does one measure and how?The tasks and skills required for evaluationHow to build the culture of evaluation as an integral part of OD workSummary and quick reference for evaluation
Section 3: OD and change
7 Living at the edge of chaos and change
PreambleThe dilemma of OD practitionersWhat is the traditional change paradigm?What are the implications for our change practices?A word about change vocabularySummary
8 Back-room and front-room change matters
OverviewBack-room matters – the macro level of change workFront-room matters (the people dimension and the engagement issue)Change implementation capabilitiesWhat areas do we need to pay attention to during implementation?What are change implementation capabilities?What is the benefit case for having effective change implementation capabilities?Summary
9 Can behavioural change be made easy?
OverviewThree different approaches to looking at culture and behavioural changeFour ways that offer alternative insights into how to achieve behavioural changeSummary – the practice implications for practitioners
Section 4: The Organization Development practitioner
10 The Organization Development practitioner
The roles and tasks of OD practitionersThe concept of self and the ‘use of self as instrument’, and its role in the theory and practice of ODThe competence profile of the OD practitionerThe development journey that OD practitioners should engage inSummary
11 Power and politics in Organization Development
What are power and politics?Why power and politics are not favourite subjects for OD practitioners, and what they can do differently to change that perspectiveHow power dynamics show up in organizations and the practical implications for ODPsHow to build up a personal power base and power strategies to achieve greater impact – and be an ethical power userWhat the OD community needs to do to build organization power basesSummary
Section 5: Additional thoughts
12 What is an organization? What is organization health?
What is an organization?The range of definitions and indicators that exist in the literature on organization healthMcKinsey research on organization healthHow do you begin to build a practice of keeping an ‘equal eye’ on performance and health?Summary
13 How to build up your presence and impact on organization life
How to expand your presence and impact on the organizationHow to build up an internal OD function in the organizationSummary
PART TWO HR in relation to OD: theory and practice
14 HR in relation to OD
Why is it important that HR ‘gets’ OD?How well equipped is HR to be change agent?A strategic agendaThe COVID-19 pandemicCulture is keyManaging the talent streamModel the wayHow to get the ‘licence to play’Building credibilityConclusion
15 Organization Design
What is Organization Design (ODS)?Challenges for the businessThe changing field of ODSThe Star Model™The Organization Design processAn HR/OD approach to designing organizations
16 Transformation and culture change
A turbulent backdropThe challenges of profound changePlanned change philosophies and approachesHR and transformational changeAbout culture changeHR’s role in changing culturesTraining as an enabler of cultural integrationTo stimulate culture changeConclusion
17 Building organizational agility and resilience
What is organizational agility?Why are agility and resilience so elusive?Unpacking organizational agility and resilienceHow can HR help build agility and resilience?Modelling HR agilityConclusion
18 A culture conducive to innovation and learning
IntroductionThe innovation imperativeThe innovation processAgile approaches to innovationA change-able, innovative cultureHR’s role in building a culture of innovation and organizational learningConclusion
19 Building the context for employee engagement
What is employee engagement?Changing psychological contractsThe ‘gig economy’What motivates people to want to do a good job?How can employers create the context for engagement?Building trust and involvementMaintaining engagement in times of changeConclusion: building a more mutual employment relationship
20 Developing effective leadership
Defining leadershipHR’s role in developing leadersEquipping leaders for the taskHR exercising stewardshipCrafting a leadership development strategyConclusion
Postscript – towards a better tomorrow
References and further reading
Index
Copyright

Content preview from Organization Development, 3rd Edition

Building the context for employee engagement

With the prospect of new ways of working post the pandemic crisis, interest in employee engagement is on the increase. There are fears that a wave of mental illness might follow the crisis, and concerns that remote working may trigger a decline in employee well-being, a key element of employee engagement. This suggests that engagement is increasingly recognized as key to business prosperity and sustainable change. In today’s knowledge- and service-intensive economies, people are the main source of innovation, production and service excellence. High-performance theory places employee engagement, or ‘the intellectual and emotional attachment that an employee has for his or her work’ (Heger, 2007) ...

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Organization Development, 3rd Edition

by Dr. Mee-Yan Cheung-Judge, Linda Holbeche

Building the context for employee engagement

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.