Organization Development in a Changing Corporate Culture

  • Stephen F. Foster
  • Geert W.J. Heling
Part of the Evaluation in Education and Human Services book series (EEHS, volume 43)


In this chapter we report organizational development activities within a Dutch metals firm recently involved in an international merger. Initial diagnostic and follow-up procedures were applied to assess and improve aspects of management performance. Experiences are reported and discussed in light the of problems of organizational development, change, and culture. The target company, that we will call Castco (a pseudonym), was recently merged into an American parent company, itself a product of a recent merger. Although business has been good, top management has been unhappy with some aspects of their situation. Top management perceived that management problems were holding the firm back from realizing its fullest potential. Thus all three divisions of the organization (two in North America and one in the Netherlands) have actively sought training and consultation from outside agencies. Virtually all managers within the organization have been involved in some form of management development activity within the past two years, and the firm is seeking to establish coherent management and organizational development policies and programs to meet their current and future needs in this area. As part of a systematic attempt to assess and address perceived organizational needs, a diagnostic procedure for assessing management effectiveness was applied to top and middle management and supervisory level staff. Follow-up seminars were held in English and in Dutch to assist the managers and supervisors to interpret their scores in terms of patterns of strengths and weaknesses, and to develop action plans for improving their managerial skills. Follow-up interventions including individual coaching and group training sessions covering team-building and communication skills were carried out. The current situation in the Dutch division of the organization is described with reference to the effects of the interventions performed. These are interpreted in the light of the problems of managing organizational change and changing organizational cultures.


Human Resource Manager General Manager Corporate Culture Corporate Training Team Building 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Beer, M. (1980). Organization Change and Development: A Systems View. Santa Monica: Goodyear.Google Scholar
  2. Burke, W.W. (1994). Organization Development: Principles and Practices. Boston: Little Brown.Google Scholar
  3. French, W.L. and Bell, C.H.Jr. (1990). Organizational Development: Behavioral Science Interventions for Organization Improvement. (4th Ed.) Englewood Cliffs: Prentice-Hall.Google Scholar
  4. Goossens, W. (1990). Management Effectiviteits Analyse. Van Haaren, P.W.M., De Lange, W.A.M., Meekel, W.J.M and Vinke R.H.W. (Eds.) Methoden, technieken & analyses voor Personeelsmanagement, 13. Alphen a/d Rijn: Kluwer.Google Scholar
  5. Hofstede, G. (1980). Culture's consequences: international differences in work-related values. Beverly Hills: Sage.Google Scholar
  6. Hofstede, G. (1991). Cultures and Organizations: Software of the mind. London: McGraw Hill.Google Scholar
  7. Mahoney, J.T. (1987). Management Effectiveness Analysis: Facilitator's guide. Portland, ME. Management Research Group.Google Scholar
  8. Rand, T.M., Mahoney, J.T. and Mahoney F.C. (1990). Management Effectiveness Analysis: Technical Considerations. Portland, ME. Management Research Group.Google Scholar
  9. Rodgers, R. and Hunter, J.E. (1991). Impact of Management by Objectives on Organizational Productivity. Journal of Applied Psychology Monograph, 76, 322–336.CrossRefGoogle Scholar
  10. Rodgers, R., Hunter, J.E. and Rodgers, D.L. (1993). Influence of top management commitment on management program success. Journal of Applied Psychology, 78, 151–155.CrossRefGoogle Scholar
  11. Van der Klauw, M. and Van den IJssel, M. (1990). De management effectiviteits analyse (MEA) in haar wetenschappelijke context. Den Haag: Goossens Management en Organisatie.Google Scholar

Copyright information

© Springer Science+Business Media New York 1995

Authors and Affiliations

  • Stephen F. Foster
    • 1
  • Geert W.J. Heling
    • 2
  1. 1.RVB-Maastricht School of Managementthe Netherlands
  2. 2.Goossens Management and Organization (GMO)The Haguethe Netherlands

Personalised recommendations