Introduction to Organizational Development and Change

Riann Singh () and Shalini Ramdeo ()
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Riann Singh: The University of the West Indies
Shalini Ramdeo: The University of the West Indies

Chapter 1 in Leading Organizational Development and Change, 2020, pp 3-31 from Springer

Abstract: Abstract This chapter introduces organizational development and change (ODC) as a planned, long-range, system-wide, ongoing activity to transform organizations, using behavioural science tools, techniques, and practices. Today’s dynamic business landscape challenges organizations to enhance their functioning and effectiveness. The practice of ODC becomes critically important in such an ever-changing context. This chapter also traces the history of organizational development (OD) to develop an understanding of how the field and practice have evolved over time and differentiates OD from other related disciplines such as human resource management (HRM) to highlight its continued relevance. The different types of OD interventions, that is, (i) individual level, (ii) group level, and (iii) organizational level, are introduced, with emphasis on organizational-level interventions. Further, this chapter outlines the overall structure of the book.

Keywords: Organizational development (OD); Change; Behavioural science; External environment; Internal environment; Open system; Closed system; Action research; T-groups; Human resource management (HRM) (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-39123-2_1

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DOI: 10.1007/978-3-030-39123-2_1

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