Organizational Development Literature Review

Khan (2012) states that OE is commonly referred to when discussing organisations that have achieved maximum performance. Whereas Reynolds (1997) states that an effective organisation is the one that is designed so it achieves its business goals. In order to achieve increased and sustainable business results, organizations need to execute strategy and engage employees. Definitions of organisational effectiveness have tended to emphasize on concepts linked to effectiveness. Early researchers have focussed on bureaucratic, non-bureaucratic, accounting and transactions as a way of improving an organisation’s performance. According to Yu and Wu (2009) effectiveness is a central theme in the organisational literature whereas its definition is perennially

According to Rofferyparks (2014) Organisational Development is a planned, holistic approach to improving organisational effectiveness - one that aligns strategy, people and processes and essentially it uncover the talents and spirit of people in organisations. Reynolds (2007) mentioned that OD is the term used to describe the activities that take place to increase the organization’s effectiveness. Denison and Gretchen (1991) states that the competing values framework is a Meta theory that was originally developed to explain differences in the values underlying various organizational effectiveness models. The first category of literature in this study looks at the structure and culture, the later focuses on fulfilment of organizational goals to the constituencies of the organization through the use of OD interventions and

According to Cameron (2005) this framework was developed empirically after submitting a comprehensive list of the criteria which had been used in assessments of organizational effectiveness up to 1980 to a multidimensional scaling procedure. This followed after studies based on such models grounded on goal, resource dependence, internal congruence, strategic constituencies and human relation model. According to Cameroon (2005) Different models of effectiveness are useful for research in different circumstances. Their usefulness depends on the purposes and constraints placed on the organizational effectiveness investigation. The CVF in figure 1 cover model of the organisational effectiveness. , Tianyuan Yu and Nengquan Wu (2009) states CVF looks at the value dimensions related to effectiveness and integrate most organisational effectiveness culture dimension proposed in the literature.Hence the literature of this study covering the four models as well as the dimensions of the CVF. The four models, namely are human relation model, also known as collaboration or clan, the second is an open system model, adhocracy culture or create, the third model is Rational goal model or market and the fourth model is called Internal process model were by culture is Hierarchy. Each of the models is thrust to achieve