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Practicing Organization Development (A guide for Consultants) - Part 7

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Practicing Organization Development (A guide for Consultants) - Part 7. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | ORGANIZATION DEVELOPMENT 31 Exhibit 1.3. Characteristics of Likert s Four Types of Organizations System 1 Exploitive-Authoritarian Dogmatic leadership Manipulative use of rewards Top-down communication System 3 Consultative Management listens to employees but reserves the right to make decisions Some reliance on intrinsic rewards most rewards are based on extrinsic money rewards System 2 Benevolent-Authoritative Parental approach to management System 4 Participative Leadership based on influence Intrinsic rewards predominate Two-way communication Likert s views described in his two major books New Patterns of Management 1961 and The Human Organization 1967 have had a profound influence on OD. He demonstrated how information can be collected from members of an organization and used as the basis for participative problem solving and action planning. In addition he advocated pursuit of a norm for organizational functioning System 4 that has since prompted others to pursue similar norms for organizations. In some respects Likert s views about the System 4 organization are important precursors to modern-day interest in self-directed work teams and high-performance work environments. Tavistock Sociotechnical Systems Another major contributor to the evolution of OD is Tavistock Sociotechnical Systems. Tavistock founded in 1920 is a clinic in England. Its earliest work was devoted to family therapy in which both child and parents received simultaneous treatment. An important experiment in work redesign was conducted for coal miners by a team of Tavistock researchers at about the same time that laboratory training was introduced in the United States. Before the experiment coal miners worked closely in teams of six. They maintained control over who was placed on a team and were rewarded for team not individual production. New technology was introduced to the mine changing work methods from a team to an individual orientation. The result was a decrease in productivity and an