The practice of managing organization development in public sector organizations: Reassessments, realities, and rewards

Abstract

This article examines some of the questions that have been raised by many scholars, consultants, and managers regarding the relevance of organization development (OD) to public sector organizations: Some of the questions addressed include: To what extent is OD--as a strategy for planning and implementing change--relevant to public sector management? What are the salient differences between public and private sector organizations that can affect the practice and private sector organizations that can affect the practice and effectiveness of OD? What strategies can be used to accommodate these differences? How can the practice of OD be effectively managed in public sector organizations? What kinds of modifications in the field of OD are necessary to enhance its future relevance to public sector organizations? What are the possible impacts of the Reagan cutback management philosophy for OD in the public sector? After exhaustive analysis, it becomes clear that the public manager who develops a fair understandi...