Organizational Development: A Manual for Managers and ... - FPDL

scientists (psychologists, sociologists, cultural anthropologists, etc.) try to protect this specific area
of consultancy business from intervention of others, although their own knowledge base and
instruments are far from being sufficient to meet the challenges that emerge in organizational
development processes. In this manual, we will refer to different kinds of efforts and professional
contributions that may be needed to improve organizations, with some special emphasis on the
topics that are generally not well-addressed in the literature on OD. We will try to expose the
subject matter as fully as possible within this manual. Our subject is organizational development,
not as an academic discipline, but more particularly like a job for a manager and trainer.
The actual changes in any organization depend on numerous factors: technological, psychological,
social, environmental, cultural, etc. Some factors may be related to information systems, others to
professional skills; some may be directly linked to a market, some tied with quality and so on.
Nobody can say what is most important for organizations and what is less significant. Under
certain circumstances any factors may become crucial. And each of these emerging factors should
be addressed accordingly.
When conflict between employees is caused by poor organizational design – a psychologist will
not help. When mistakes in document processing are caused by inadequate technology – a new
system of punishment or motivation will not help. When the mission of an organization and/or its
actual role in the market or society is ill-defined – how can this organization be effective? Nobody
can expect quality to improve before the proper processes are established and needed controls
implemented. And so on. Organizations are complex matters. Organizational development
processes are manifold. Thus, a wide range of specialized disciplines may be needed, and a
manager should be able to employ all of them.
Organizational development as a management practice may be defined as the application of any
relevant sciences, knowledge areas, information, technologies, skills and any other measures that
can help to improve understanding and control of the processes of organizational change.
Where can one obtain the necessary knowledge, relevant to the needs of a particular organization
or situation? The answer is simple – in the organization itself. Usually people in an organization
know their subject areas, have information about what is going on around them, and have a stock
of experience in matters that count, which is often more than a consultant has to offer. Moreover,
an outsider may not have (or be able to obtain through interviews) all the detailed data regarding
goings on within the organization, or the structure or sub-structures within the organization. Smart
consultants ask people in an organization – but they never have all facts and fine points. Thus, in
many cases they are not able to give sound practical advice. What they can do is to enable an
organization to find its own solutions to its own problems.
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