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Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture.
Richard Beckhard (1918–1999) was an American organizational theorist, adjunct professor at MIT, and researcher in the field of organization development.. Beckhard co-launched the Addison-Wesley Organization Development Series and began the Organization Development Network in 1967. [1]
One of the foundational definitions in the field of organizational development (aka OD) is planned change: . According to Beckard defines that “Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations.
Sociotechnical systems (STS) in organizational development is an approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. The term also refers to coherent systems of human relations, technical objects, and cybernetic processes that inhere to large, complex infrastructures ...
Therefore, management development is a crucial factor in improving their performance. A management development program may help reduce employee turnover, improve employee satisfaction, better able a company to track manager performance, [ 5 ] improve managers' people management skills, improve management productivity and morale, and prepare ...
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This book used the 7S Framework to compare the Japanese firm Matsushita with the American company ITT. [8] Just as Peters emphasized throughout his writing, the important distinction between American and Japanese management was not the so-called "hard" technical aspects of organization, but rather the "soft" cultural aspects.
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