Organizational Change and Development

Abstract

The chapter begins by defining organizational development and then focuses on why organizations seek to change. It discusses the theoretical models that have been most influential in guiding the work of organizational-development practitioners. The chapter concludes with an exploration of some of the most common ethical issues faced by organizational-development professionals. The field of organizational development has often been criticized as being too a theoretical and practitioner driven; however, recent reviews have shown that the field actually does have a fairly rich theoretical base. organizational-change interventions differ in terms of the level in the organization at which they are aimed and the process(es) they are designed to impact. More specifically, the chapter examines organizational factors that impact whether or not organizational change and development interventions are successful. It is often tempting for organizations to abdicate responsibility for organizational change and development programs to outside consultants.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 62 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.