Contemporary organisations increasingly find themselves grappling with rapidly evolving and dynamic global settings. The focused, systematic and pragmatic approach of Organisation Development (OD) is invaluable when it comes to navigating organisational and larger systems change.
Organisation development - theory and practice provides a thorough account of this discipline and practice field from both an international and a more localised perspective. It explains but also moves beyond the fundamentals, demonstrating and applying relevant theory in practical situations. It highlights contemporary and emerging challenges, as well as long-standing historical and/or classical debates.
Organisation development - theory and practice is structured around the key stages and considerations of the action research and intervention process. Examples and illustrative case studies are provided to further develop conceptual skills in the areas of analysis, interpretation and application.
Topics include the following:
- Local and international history, and defining features, values and ethics
- Intervention theory, action research and appreciative inquiry
- Nature, structure and categories of interventions
- Organisational diagnosis and feedback
- Individual, group, comprehensive and sociotechnical interventions
- OD in multicultural and multinational contexts
- Role and competencies of the consultant and change agent
- Challenges and requirements for effective OD
Organisation development - theory and practice will appeal to novice and seasoned practitioners, managers, and senior undergraduate and postgraduate students.
Prof. Chris van Tonder is a registered industrial psychologist with lecturing responsibilities in the areas of change management, organisation development and consulting psychology. He is also a registered consultant with the US-based Organization Development Institute (ODI), and a serving member of the International Association of Applied Psychology (IAAP) and the Business Ethics Network of Africa. In addition to serving on the review board of the international journal Emergence: Complexity and Organization, he has authored multiple publications including the postgraduate text Organisational change: theory & practice.
Prof. Gert Roodt is a registered industrial psychologist and personnel practitioner. He heads the Centre for Work
Performance, an applied research centre, at the University of Johannesburg's Department of Human Resource
Management. He also serves as managing editor of the SA Journal of Industrial Psychology and the SA Journal of
Human Resource Management, and is on the editorial boards of several other local and international management
journals.
PART I The defining character of OD
Chapter 1 A historical perspective on the theory and practice of OD
Chapter 2 Central features: change, process, values and systemic health
Chapter 3 Ethics and/in organisation development
PART II Central focus: the OD process
Chapter 4 From action research to appreciative inquiry: a paradigm shift in organisation development and change
Chapter 5 Intervention theory and process
Chapter 6 Client systems: entry, contracting, action planning and termination
Chapter 7 The art of diagnosis
Chapter 8 Feedback: change mechanism and intervention
PART III OD: essential intervention
Chapter 9 A typology of organisational change interventions, the workhorses of organisational change
Chapter 10 Individual-focused interventions
Chapter 11 Small-group interventions
Chapter 12 Survey research and data feedback
Chapter 13 Sociotechnical (social and technical) system interventions
Chapter 14 Comprehensive strategic and learning interventions
PART IV Foundations of a "successful" OD
Chapter 15 The role and competencies of the OD consultant
Chapter 16 A contextual OD: multicultural, multinational and international
Chapter 17 OD: contemporary challenges and emerging issues
Chapter 18 Consolidating and concluding perspectives
Case study 1 A brief account from the annals of revolutionary change: fast-cycle change in the information technology sector
Case study 2 The turnaround strategy of Sasol Mining
Case study 3 Changes in HR recruitment philosophy as driver of perpetual business change
Case study 4 HRD at Jurong Mining: the need for a coherent and systemic change response to environmental discontinuities
Case study 5 Rebranding: Changing character, changing lanes or changing hands?
Glossary
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