Organizational Development
Organizational Development
Jerra Roberts
PSY 428
March 11, 2014
Cynthia Hackney
Organizational Development Organizational development is a process using technology, research, theory, and behavioral science that changes and improves the performance and health of an organization (Jex & Britt, 2008). All organizations endure this process to adapt the organizational beliefs, attitudes and values to changes as they happen in the world. To understand organizational development we will explore the process, identify associated theories, and describe conditions necessary for success with this process.
Process of Organizational Development The first step in the organizational development process is self-reflection. The organization must look at its current situation and decide what changes and interventions they wish to make. The second step is intervention. Hiring an organizational-development consultant is helpful with this step because they can help with the planning and implementation (Jex & Britt, 2008). Intervention can occur at individual, group, or organizational levels and is not the same for each one. Interventions will vary but the need for organizational change to increase efficiency will remain consistent. The third step is evaluation. Evaluation of the process is necessary to determine how effective the programs are. One method of evaluation is multiple criteria measurement. This covers more than one area to determine maximum effectiveness.
Associated Theories There are several theories associated with influencing the organizational development process. The first one is Kurt Lewin’s Three-Step Model of Organizational Change Process. This model contains three steps. They are unfreezing, transformation, and refreezing. Unfreezing is when the organization recognizes the need for change (Jex & Britt, 2008). Transformation occurs when changes are implemented. Refreezing is when the changes are made permanent
Jerra Roberts
PSY 428
March 11, 2014
Cynthia Hackney
Organizational Development Organizational development is a process using technology, research, theory, and behavioral science that changes and improves the performance and health of an organization (Jex & Britt, 2008). All organizations endure this process to adapt the organizational beliefs, attitudes and values to changes as they happen in the world. To understand organizational development we will explore the process, identify associated theories, and describe conditions necessary for success with this process.
Process of Organizational Development The first step in the organizational development process is self-reflection. The organization must look at its current situation and decide what changes and interventions they wish to make. The second step is intervention. Hiring an organizational-development consultant is helpful with this step because they can help with the planning and implementation (Jex & Britt, 2008). Intervention can occur at individual, group, or organizational levels and is not the same for each one. Interventions will vary but the need for organizational change to increase efficiency will remain consistent. The third step is evaluation. Evaluation of the process is necessary to determine how effective the programs are. One method of evaluation is multiple criteria measurement. This covers more than one area to determine maximum effectiveness.
Associated Theories There are several theories associated with influencing the organizational development process. The first one is Kurt Lewin’s Three-Step Model of Organizational Change Process. This model contains three steps. They are unfreezing, transformation, and refreezing. Unfreezing is when the organization recognizes the need for change (Jex & Britt, 2008). Transformation occurs when changes are implemented. Refreezing is when the changes are made permanent
References: Jex, S.M., & Britt, T.W. (2008). Organizational psychology: A scientist-practitioner approach (2nd ed.). Hoboken, NJ: John Wiley and Sons. Nelissen, P., & Van Selm, M. (2008). Surviving organizational change: how management communication helps balance mixed feelings. Corporate Communications, 13(3). 306