Organizational Development Theory Organizational Development OD is a field of research, theory, and practice dedicated to expanding the knowledge and effectiveness of people to accomplish more successful organizational change and performance. OD is a process of continuous diagnosis, action planning, implementation and evaluation, with the goal of transferring knowledge and skills to organizations to improve their capacity for solving problems and managing future change.
Advanced Search Abstract Sophisticated understandings of organizational dynamics and processes of organizational change are crucial for the development and success of health promotion initiatives.
Theory has a valuable contribution to make in understanding organizational change, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to promote change.
This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners. Theoretically derived considerations for practitioners who seek to foster organizational change include the extent to which the initiative is modifiable to fit with the internal context; the amount of time that is allocated to truly institutionalize change; the ability of the agents of change to build short-term success deliberately into their implementation plan; whether or not the shared group experience of action for change is positive or negative and the degree to which agencies that Organizational transformation theory the intended recipients of change are resourced to focus on internal factors.
In reviewing theories of organizational change, the article also addresses strategies for facilitating the adoption of key theoretical insights into the design and implementation of health promotion initiatives in diverse organizational settings.
If nothing else, aligning health promotion with organizational change theory promises insights into what it is that health promoters do and the time that it can take to do it effectively.
At the 7th Global Conference on Health Promotion in Nairobi, Kenya, a renewed call was made to build sustainable capacity and infrastructure to achieve the effective implementation of health and development strategies World Health Organization, Ziglio and Apfel Ziglio and Apfel,commenting on the actions required to address the priorities outlined by the WHO Commission on the Social Determinants of Health, emphasized the need to assess and build the capacity of health systems and other sectors.
Capacities for policy advocacy, development, implementation and evaluation were highlighted as important. Most recently, in the Helsinki Statement on Health in all Policies issued at the 8th Global Conference on Health Promotion in Helsinki, Finland, there was recognition that building institutional capacity and skills will play a central role in achieving the implementation of Health in All Policies World Health Organisation and Ministry of Social Affairs and Health — Finland, The Helsinki statement emphasized capacity building in relation to the structures, processes and resources required for policy implementation across sectors.
Capacity building is understood to involve actions to improve knowledge and skills, support and infrastructure within organizations, and partnerships for action New South Wales Health Department, ; Smith et al.
The purpose of these actions is to create new approaches, values and structures for addressing health issues Crisp et al. This situates organizations, their objectives and the way they conduct their day-to-day business, as a foremost concern in health promotion. In support of this, DeJoy and Wilson DeJoy and Wilson, argue that the creation and maintenance of healthy workplaces is determined by organizational culture and leadership, reflected in practices, policies and values, and ultimately workplace climate, job design and job security.
Efforts to develop healthy sporting settings have also given priority to organizational change Crisp and Swerissen,so that policies and structures are put in place to enable the routinization of health promotion strategies.
The scaling up of health promotion strategies, and the engagement of partners within and outside the health sector in programme delivery, is another area of practice where organizational capacity building is of prime importance Hanusaik et al. In an evaluation of physical activity strategies by local councils in Melbourne, Victoria, Thomas et al.
The employment of a project officer with skills to engage senior managers and to facilitate collaborative planning within the councils was found to be a feature of those councils that were successful in achieving the programme's objectives.
The creation of healthy settings and the development of partnerships to tackle the determinants of health are areas of practice where organizational development is a strategic priority.
This places health promotion practitioners in the role of policy entrepreneurs and change agents, operating in organizational contexts that are often structurally, culturally and politically diverse.
Health promotion practitioners may need to work with staff, managers and researchers, and consider the dynamics of the setting, the position of the change initiative within it, and then influence context, structure and culture.
This raises the question about whether practitioners are equipped with an understanding of organizational dynamics and processes of change, to enable their work to be effective.
Theory has a valuable contribution to make in this regard, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to modify these Green, ; Lee et al. Theory also has an important role to play in guiding the evaluation of organizational change strategies and building the evidence base for this work Birckmayer and Weiss, Little is known about knowledge and use of organizational change theory by health promotion practitioners, but one survey undertaken in Australia found that this was extremely low Jones and Donovan, As de Leeuw de Leeuw, has argued, there is great scope for health practice innovation and improvement through interdisciplinary theoretical engagement.
The purpose of this article is to review a selection of theories from management, education and social psychology disciplines that identify determinants of organizational practice and describe methods that can be used to instigate change. Following a description of each, the theories are compared and contrasted, and their applications to current challenges in health promotion practice are considered.
Given the extent of this literature, the authors agreed on the following three inclusion criteria. Preference was given to theorists whose work appeared to have a foundational influence on the field. Additionally, theories that were explanatory in nature and therefore could provide interpretive value for health promotion were included.
And lastly, theory developed from empirical research in settings to guide organizational change for health was included. As such causal relations can be analyzed. Change initiatives need to destabilize the status quo, implement the alternative and restabilize the environment.
The implementation process involves research and performs a learning function. Create the appropriate conditions for sustained change to occur through a group process of trial and error until an appropriate fit is found.
Everett Rogers Messages about new ideas are communicated within an organization and this brings about uncertainty. An organization's propensity for innovation relates to structural factors within the organization, characteristics of individuals and external factors in the environment.
Innovations follow a sequential course within organizations, and attention to each stage is required for an innovation can fail before it has begun to diffuse.Organizational transformation is a completely new field of practice and theory.
It is almost an infant, yet growing very fast. It is hard to believe that the first symposium on organization transformation took place in New Hampshire in Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
You know that the change needs to happen, but you don't really know how to go about delivering it. Organizational change is about the process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization.
Organizational Transformation is the first book to analyze how organizations make it through difficult periods. Based on case studies drawn from a variety of industries, such as mental hospitals, schools, manufacturing companies, and the American Wildlife Society, this book offers practical advice on development strategies for managers and Reviews: 1.
Theory has a valuable contribution to make in understanding organizational change, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to promote change. Change within the organizational setting is a constant occurrence; to remain stagnant and set in familiar ways when competitors reinvent themselves at every juncture is to threaten the.