(OD) is defined as "a process of change that involves the continuing development of human and other resources (Ivancevich, 453)." It is an area of study directed toward using behavioral science knowledge to deal with the problems of change (Raskas and Hambuck, 5). Though there is no definition of organizational development that is universally accepted, most theorists regard the concept as an "effort (a) planned, "b) organizationwide, (c) managed from the top, to (d) increase organizational effectiveness and health through (e) planned intervention in the organization's 'processes' using behavioral science knowledge (Beckhard, 16)." Thus, the central set of theoretical assumptions employed in OD are drawn from behavioral science and behavioral psychology, a field or fields that speak to the actual, real-work activities of individuals and groups.
According to the text (2), it is necessary to understand organizations in terms of their structure and other elements. OD speaks to the notion that structure and environment can both be modified to ensure that maximum deployment of human and other capital resources is achieved. Modifying the environmental and the behaviors of actors within the organization is based on the constructs of behaviorism, which asserts that behaviors are learned and amenable to change. Further, as the text (33) demonstrates, OD is necessary because organizations are positioned in an external environment that is constantly subject to flux and change, necessitating a dynamic approach to maximizing resources.
A primary element or concept within OD as described by Ivancevich (455) relates to diagnosis, generally regarded as the basis of OD. Diagnosis is both formal and informal, structured and instinctual. The collection of data regarding the needs of the organization reflects OD's orientation toward action research. Action research involves seven main steps: 1) problem identification; 2) consultation am...