W. Warner Burke

A Causal Model of Organizational Performance and Change

To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. Transformational change occurs as a response to the external environment and directly affects organizational mission and strategy, the organization s leadership, and culture. In turn, the transactionalfactors are affected-structure, systems, management practices, and climate. These transformational and transactional factors together affect motivation, which, in turn, affects performance. In support of the models potential validity, theory and research as well as practice are cited.

The role of within-group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leaders ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leaders behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi-source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.

Organization Development in the 1980's

Analysis of past reviews helps define OD and critical issues: focus on structure versus behavioral process, and concern with performance versus people. A literature review shows how these conflicts are being resolved. Four major research issues are defined and discussed. The OD literature suggests (a) OD is now more a normal part of management, (b) the themes of structure and process have largely been integrated, and (c) focus on culture may help integrate conflicting values. OD is entering an exciting and productive new area of maturity and achievement.

Understanding the management of change

Reviews important contemporary theoretical approaches to the understanding and management of change in organizations, and then proposes an alternative framework for integrating the major themes encountered in organizational change management. Reports on results from an assessment instrument measuring agreement with key principles and concepts from this framework. Analyses results for trends indicating differences according to gender, culture, function, level, industry and other demographic and organizational variables. Discusses implications for change agents and human resources professionals.

A Perspective on the Field of Organization Development and Change: The Zeigarnik Effect

Essentially, and perhaps arguably, there has been no innovation in the social technology of organization development (OD) since appreciative inquiry originated in 1987. It is as if the creative work of OD is done. Moreover, it is as if the mission of OD—to loosen tightly coupled systems, think large bureaucracies—has largely been achieved. Decentralization, involvement, and autonomy on the job are commonplace in many organizations. There is a paradox, however. The need for expertise in organization change has never been greater, and OD has so much to contribute, yet the failure rate for organization change efforts is around 70%, and for mergers and acquisitions the failure rate is even larger. The premise of this article is that there is much work yet to be done. We who identify ourselves with the field of OD have unfinished business. As research on the Zeigarnik effect showed, we tend to remember things undone more than we remember things that have been completed. A purpose of this article is to create a Zeigarnik effect. Four domains of unfinished business in the field are identified and explored. There are no doubt many other domains, but these four definitely need attention. We need to know much more than we now know about how to (a) work with loosely coupled systems, (b) change the culture of an organization, (c) identify and deal with perceived resistance to change more effectively, and (d) get leadership development right—it is not about training.

Organization Development in Transition

Changes that have occurred within organization development over the past 12 years are described. These changes represent value shifts, expanded technology and theory, modifications in OD strategy, and a growing legitimization of OD as a field. It is argued that the development of OD has been adaptive rather than deliberate and planned. Three recommendations are made for the future survival of OD: 1) OD must become more theory and research-based; 2) OD must develop a new model that will incorporate with its methodology, directions for organization change based on research knowledge; and 3) OD practitioners are needed who (a) know who they are as persons and (b) will practice more OD on the field itself

Organization Development and Change Interventions A Seven-Nation Comparison

The present study compares differences in organization development (OD) interventions using Hofstede’s (1980) four dimensions of culture as a framework for studying seven countries’ practices. The seven countries examined were Finland, Ireland, the Netherlands, New Zealand, South Africa, the United Kingdom, and the United States. In general, Hofstede’s theoretical approach proved to be a useful framework for comparing OD practices as the majority of the authors’ hypotheses were, at a minimum, partially supported. However, when those hypotheses were not supported, some interesting patterns emerged that provide intriguing directions for future research.

Enhancing professional service quality: feedback is the way to go

Professional service organizations continue to face increasingly competitive markets. In this situation the key to profitability growth is client loyalty which depends on client satisfaction. Demonstrates how to go about assessing client satisfaction – short of face‐to‐face confrontation. To this end recommends a policy of individualized feedback and illustrates this with an example from a professional service firm. Described as the 450° feedback process, it provides partners with internal (in‐house) and external (clients) perceptions of service relationships, leading to improvement in client satisfaction and loyalty.

Managing organizational change: what you don’t know might hurt you

Managers and executives need to have a better framework for thinking about and understanding organizational change. Presents a summary of research, based on data from 1,840 managers and executives worldwide on the Managing Change Questionnaire (MCQ), regarding participants’ understanding of important issues inherent in change management. Overall, the average score on the 25‐item MCQ was 71.2 per cent, i.e. roughly a grade of “C” in the subject of change management. Presents additional findings with respect to formal education, age and length of service, nationality, job function, industry, gender and level of management.

Evolution or Revolution in the Values of Organization Development: Commentary on the State of the Field

A series of interviews were conducted with 12 experienced Organization Development (OD) practitioners in order to explore the impact that changes in the business world may have had on the values of the field. Eight major themes emerged from these interviews: (1) OD practitioners are driven by large system change; (2) humanistic values remain at the core of OD efforts; (3) practitioners are focusing more on business effectiveness issues; (4) achieving personal goals and rewards are strong motivators; (5) practitioners sometimes project their own issues and problems onto clients; (6) some operate as fringe dwellers on the margin of commitment to organizations; (7) the OD missionary is alive but not well; and (8) training for the field is a severe problem – there are too few mentors for the number of people entering the field. Addresses implications for the field of OD.