Organization Development. A Practitioner’s Guide for OD and HR

Strategic HR Review

ISSN: 1475-4398

Article publication date: 9 August 2011

Citation

Nolan, S. (2011), "Organization Development. A Practitioner’s Guide for OD and HR", Strategic HR Review, Vol. 10 No. 5. https://doi.org/10.1108/shr.2011.37210eaa.013

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited


Organization Development. A Practitioner’s Guide for OD and HR

Article Type: Recommended reading From: Strategic HR Review, Volume 10, Issue 5

Mee-Yan Cheung-Judge and Linda Holbeche,Kogan Page,ISBN 978 0 7494 6094 5,

This book is aimed at practitioners in the UK and providing them with basic OD theory to assist with their interventions when they enter a consulting relationship with an organization. While there are diverse OD theories and tools available, the authors contend that they will not be as effective without basic knowledge and understanding. Therefore, they go back to the basic OD principles and strategies using their own experiences of working in the OD field since it first emerged to blend the basics with the latest thinking and practices.

The book is divided into two parts. The first – “An OD practitioner’s guide to OD” – looks at the fundamentals of OD practice and is written by OD expert Dr Mee-Yan Cheung-Judge. It covers practical OD topics such as the consulting cycle and evaluation, and addresses important areas that can make or break an OD relationship, such as power and politics.

The second half of the book– “HR in relation to OD: practice” – is written by HR expert Professor Linda Holbeche. It looks at OD’s relationship with HR and the OD skills from which HR practitioners could benefit, particularly when faced with major change programs. It is structured into four areas where HR professionals are increasingly required to provide support – OD, culture change, managing transformational change and developing effective leadership.

The main focus throughout is on theory and strategy, with some but not extensive case study content, as the aim is to give a comprehensive and detailed overview of OD fundamentals. The approach taken by the authors makes this book ideal for practitioners in the UK– both OD and HR – new to OD, as well as useful for those established in the field and looking to go back to basics to build on their consulting relationships.

Sara NolanEditor, Strategic HR Review