Abstract
This chapter introduces organizational development and change (ODC) as a planned, long-range, system-wide, ongoing activity to transform organizations, using behavioural science tools, techniques, and practices. Today’s dynamic business landscape challenges organizations to enhance their functioning and effectiveness. The practice of ODC becomes critically important in such an ever-changing context. This chapter also traces the history of organizational development (OD) to develop an understanding of how the field and practice have evolved over time and differentiates OD from other related disciplines such as human resource management (HRM) to highlight its continued relevance. The different types of OD interventions, that is, (i) individual level, (ii) group level, and (iii) organizational level, are introduced, with emphasis on organizational-level interventions. Further, this chapter outlines the overall structure of the book.
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Further Reading
French, W., and C. Bell. 1975. Organization Development: Behavioural Science Interventions for Organization Improvement. Englewood Cliffs: Prentice-Hall.
Grieves, J. 2000. Introduction: The origins of organizational development. Journal of Management Development 19 (5): 345–447.
Kast, F.E., and J.E. Rosenzweig. 1972. General systems theory: Applications for organization and management. Academy of Management Journal 7 (2): 447–465.
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Singh, R., Ramdeo, S. (2020). Introduction to Organizational Development and Change. In: Leading Organizational Development and Change. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-39123-2_1
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DOI: https://doi.org/10.1007/978-3-030-39123-2_1
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