Summary
Contents
This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Identifying and Changing Organizational Culture
“Organizational culture has a powerful effect on the performance and long-term effectiveness of organizations,” write Cameron and Quinn (2006, p. 5). The authors report on studies showing that organizations that had implemented quality initiatives were most successful when they also addressed a major culture change at the same time. Increasingly, major organizational initiatives require attention to culture change if the organization is to support the new values, attitudes, and behaviors, and to avoid returning to the status quo. For the change agent, the task is to identify which elements of culture are congruent or incongruent with the new initiative and develop mechanisms to address them.
When we speak of organizational culture, we are considering elements such as ...
