Contents 1) Introduction 2 2) Types of OD Practitioners 2 3) Advantages and disadvantages of Internal/External 3 OD Practitioners 3.1 Internal OD Practitioners 3 3.1.1 Advantages of Internal OD Practitioners 3 3.1.2 Disadvantages of Internal OD Practitioners 4 3.2 External OD Practitioners 4 3.2.1 Advantages of External OD Practitioners 4 3.2.2 Disadvantages of External OD Practitioners 4 4) Criteria in choosing Internal or External OD Practitioners 5 4.1 Type of change 5 4.2 Time required 6 4.3 Knowledge and skills required to implement change 6 4.4 Political situation within the organisation 6 5) Conclusion 6 6) References 8 1. Introduction …show more content…
4.3.4 Disadvantages of External OD Practitioner However, the downside of having an external OD Practitioner would be that extra time is needed to gain knowledge of the organisation. Internal members of the organisation would be wary of the external OD Practitioners and may not give accurate and timely responses or information. There might also be a lack of commitment due to the practitioner not being from within the organisation and members within the organisation might feel that should bigger issues arise, the external OD Practitioner would be able to simply walk away with little negative consequences. 4. Criteria in choosing an internal or external OD Practitioner Internal and external OD Practitioners adds different values to an organisation; therefore, organisations should asses their own needs and then make the choice of which to use based on the contributions each makes (Scott & Hascall, 2003). According to Waldersee, Griffiths, & Lai (2003), there are 4 steps to be used in the selection strategy, listed below are the steps required: 5.3 Type of change There are two types of change, one would be incremental change and the other, quantum change. Incremental change is a step-by-step change where the organisation has got the luxury of time to implement the change at a pace they are comfortable with, examples of such would be addressing problems like poor communication between departments, high absenteeism among low level
The Gateway Hospital OD consultants should focus on management, employee satisfaction, recruitment, financial needs, decrease in services and communication issues within the hospital. The OD interventions that should be used to address and assist in these areas are:
Organizational change is often used to improve all or part of an organization, such as a process. Organizational change may occur as the organization changes its strategy for success or when there were decisions made to change the entire environment that the organization is currently functioning under (Cawsey, Deszca, & Ingols, 2011). Change can also occur as the organization evolves while moving through life cycles. In order for organizations to grow and develop, there must be change at various stages of this process.
Excellent question, I would assume that I have seen the three types several times. However, I will to be concise I will comment on the third problem, since by far it is the most vital and acute issue. As the old say “always blame the boss “or “fix the head, everything else will fix itself”. As I explained in prior posts, in the change process we have the change sponsor or the top layer management such as CEO or COO, VP. When it comes to effective and successful implementation of any change, it is all about the change sponsor behavior and actions. One of the main roles of the change sponsor is to select the change agent, to lead the change or be the change “agent.” In the sense, that talented people must be put in charge of implementing it and
According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change.
For example, when an OD practitioner is looking at the inputs, he/she is looking at how the greater organization impacts the group. For example, Worley and Cummings (2015) state that organization design and culture are the two primary inputs to group design (p. 107). However, when looking at the outputs of the group-level, the OD practitioner is a lot closer to the individual than if he/she were working strictly on the organization-level. For example, one of the primary measurements of effective groups is assessing the quality of the work life for the group
This assignment will critically evaluate change models and strategies with reference their effectiveness when implementing a change in an organisation. Justify and design an intervention which demonstrates how a leader can initiate this change. In order to address the subject of change one must grasp a full understanding of what it is change, change can be defined as "a necessity to adapt, stay relevant & survive" (Hayes, 2010).
Introduction The definition of change according to the Webster dictionary is “to become different or to make someone or something different.” John P Kotter writes that change is always about “changing the behavior of people” (preface XII) Kotter explains that change is a concept that is used by organizations to restructure or improve their business behavior. Many companies find it difficult to initiate change due to the lack of motivate employees or leaders.
There are many different strategies of change for the different organizations of today. Initiating changes to an organization, whether it’s a small change or a system wide change it can make many feel uncomfortable. There are many theories about how to complete the change. Some begin with leadership and change management. In addition, you can follow eight steps for leading change that will guide the leader on how to go about delivering it. These steps are create urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short-term wins, and build on the change (Thompson, 2012). I like the eight-step process that was introduced by John Kotter in the book Leading Change in his 1995 book.
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:
Mr. Manning is the CEO of The Four Father’s Marriott Resort in Mexico. He is encountering several problems. Primarily, small cash flow and decreasing profit margins over the last three years are of great concern. Also, his business has been impacted by the violence of the drug cartel resulting in a loss of customers and staff. The employees are becoming disengaged in their work and their commitment to the company is diminishing. Job satisfaction is at an all low. Mr. West director of R&D is quite a concern about the enterprise’s performance and suggested talking to an external practitioner. The foreign specialist is someone not formerly linked with the client’s system (Brown, 2011). For example, a foreign practitioner is not familiar with the company and have to acquire knowledge through a learning process of the enterprise. External professionals are not familiar with the corporate culture, norms, and jargons which create a challenge. For example, since the OD process creates change in the organization and this change has to be organizational wide, not being internally connected could make the process difficult in swaying employees toward the modification. However, “the internal OD would be more readily accepted in the organization because of the familiarization of the corporate culture, norms and jargons and is already a member of the team” (Brown, 2011, p.89). The internal OD does not have to waste time getting to know the system and
Organization Development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency, and/or to enable the organization to achieve its strategic goals (2015, Wikipedia).
After anticipating a need for change, it is necessary for the OD practitioner to enter the system in order to develop a relationship with the client. The relationship is important because it is contingent upon the accomplishment or disappointment of the OD program. The practitioner aim is to initiate open
Effective identification of the presenting problem, clarifying the organizational issue, and correct selection of the relevant client will enable the Organizational Development practitioner to diagnose the organization.
Making a decision to accept a job as an OD practitioner should be one based upon objective information. The decision should not be
An OD intervention can be defined as “the set of structured activities in which selected organization units engage with a task or a sequence of tasks where the task goals are related directly or indirectly to organizational improvement ”