Michael OMalley - Profitably Healthy Companies: Principles of Organizational Growth and Development

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Table of Contents

Profitably Healthy Companies

Columbia University Press

Publishers Since 1893

New York Chichester, West Sussex

cup.columbia.edu

Copyright 2022 Columbia University Press

All rights reserved

EISBN 978-0-231-54688-1

Library of Congress Cataloging-in-Publication Data

Names: Burke, W. Warner (Wyatt Warner), 1935 author. |
OMalley, Michael, 1954 author.

Title: Profitably healthy companies: principles of organizational growth and
development / W. Warner Burke and Michael OMalley.

Description: New York: Columbia University Press, [2022] | Includes index.

Identifiers: LCCN 2021033318 (print) | LCCN 2021033319 (ebook) |
ISBN 9780231186902 (hardback) | ISBN 9780231186919 (trade paperback) | ISBN 9780231546881 (ebook)

Subjects: LCSH: Success in business. | Organizational changeManagement. |
Corporate culture. | Psychology, Industrial.

Classification: LCC HF5386 .B8895 2022 (print) | LCC HF5386 (ebook) |
DDC 658.4/09dc23

LC record available at https://lccn.loc.gov/2021033318

LC ebook record available at https://lccn.loc.gov/2021033319

A Columbia University Press E-book.

CUP would be pleased to hear about your reading experience with this e-book at .

Cover design: Noah Arlow

Contents

CHAPTER ONE
Organization Development Basics

CHAPTER TWO
Organize for Change

CHAPTER THREE
Anticipate the Future

CHAPTER FOUR
Encourage Cooperation

CHAPTER FIVE
Remain Flexible

CHAPTER SIX
Create Distinctive Spaces

CHAPTER SEVEN
Diversify and Inclusify the Workforce

CHAPTER EIGHT
Promote Personal Growth

CHAPTER NINE
Empower People

CHAPTER TEN
Reward High Performers

CHAPTER ELEVEN
Foster a Leadership Culture

READERS WILL HAVE different reasons to pick up this book. Those reasons will dictate how you might use this information. Our preference, of course, is for you to read the book the way we intended. To paraphrase Alice in Wonderland, the best place to start is at the beginning and then stop when you get to the end. For general readers, that would be our recommendation.

Teachers and practitioners, however, may want to use the book a little differently. Teachers may want to use the book as a primary or supplemental text in organizational behavior, organization development, or human resource management. Because the book is structured by actions organizations should take to succeed, you can either re-arrange existing notes to fit this new thematic setup or complement current texts with select chapters from the book.

We wrote the book with teachers in mind. The developmental principles we provide are connected to the questions students have when they first encounter organization development interventions: What are we trying to achieve? And How do these fit into the entire organization as opposed to being one-off modifications? We start with and organize around the question Why? We give developmental tools and approaches a home with purpose. We believe those connections between the hows and whys will provide a stickier and more vibrant learning experience.

Practitioners or consultants on assignment may want to comb through the book for ideas related to a particular project. Potential approaches and change tactics are scattered throughout the book, and a change-agent may want to assemble ideas from different parts of the book as needed using the index as a guide. Certain chapters likely will be closer to some readers interests than other chapters. For example, if you are looking for ways to enhance employee development, the chapters on personal growth () as well as our discussions on systems throughout the book will be helpful.

And, finally, we are easy to find online. Write to us if you have a question or want to discuss an issue we examine in the book more fully. Our electronic pathway is always open and, if you are close to New York or New Haven, so are our doors.

Organization
Development Basics

EVERYBODY BELONGS TO an organization of some sort. Those who work within these organizations are responsible for making sure these organizations run smoothly and achieve their goals. The efforts of groups, however, frequently fall far short of expectations. Even in the best of circumstances when group members are full of goodwill and best intentions, results do not always turn out as hoped.

Groups often are weighed down by ambiguous objectives, poor communications, internal dissention, suspect decision-making procedures, and subpar execution. Slowly, group members enthusiasm dissolves into frustration, fatigue, and despair. The embattled casualties of ruinous group dynamics either drop out or become discouraged, aloof observers. All but the mightiest and most resilient remain actively engaged and soldier on.

These tragically familiar outcomes of group processes are unfortunate because overcoming challenges and succeeding as a team can be an exhilarating experience. Exceptional group results do not arise easily, but they do occur. They occur in the arts, in sports, in charitable organizations, and in businesses. They should occur more frequently. The purpose of this book is to ensure that they do occur in your organization.

Our way forward relies on a compilation of concepts, tools, and techniques that together comprise organization development (OD). OD is a summary term that includes both the approach to, and realization of, organizational improvements. Think of it this way: say you want to remodel your kitchen. The contractor you hire for the work will begin with an idea of what makes kitchens practical, functional, and aesthetically pleasing. They will start their work with an overall conception of design that includes an understanding of kitchen layouts and materials, and how foundational elements such as structural supports, electrical wiring, gas lines, and plumbing influence the configuration of the space and eventual build-out. Equipped with the appropriate diagnostic gear and tools, carpenters, electricians, and plumbers implement the design according to the detailed blueprints and project plan. OD encompasses each of these phases from concept design, through the procedures followed, to the instrumentation and tools required to transform ideas into reality. It is a big undertaking that applies to organizations as large as multinational companies and as small as work groups.

This book offers a practical guide to what you can do to make the organization in which you work or consult more successful. Our focus is on action: on helping you as an organizational educator, adviser, team member, or leader realize the potential of the group. We will not encumber you with theory or esoteric distinctions among concepts argued over by academics. Rather, we will stick to the main path and provide you with what you need to make the changes you want. In the process, we will take a few illustrious excursions to highlight our points through exhibits, historical references, and case studies.

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