Download The Organization Development Practitioner

The Organization
Development
Practitioner
Who is the OD Practitioner?
O They may be internal or external consultants
who offer professional services to
organizations, including their top managers,
functional department heads, and staff
groups.
O They may be those specializing in fields
related to OD, such as reward systems,
organization design, total quality,
information technology, and business
strategy.
Who is the OD Practitioner?
O The increasing number of managers and
administrators who have gained
competence in OD and who apply it to their
own work areas.
Competencies of
an Effective OD
Practitioner
KNOWLEDGE
Foundation Competencies
O Organization Behavior
O Organization Culture
O Work Design
O Interpersonal Relations
O Power and Politics
O Leadership
O Goal-Setting
O Conflict
O Ethics
O Individual Psychology
O Learning theory
O Motivation theory
O Perception theory
O Group Dynamics
O Roles
O Communication Processes
O Decision-Making Processes
O Stages of Group Development
O Leadership
O Management and Organization Theory
O Planning, organizing, leading, and controlling
O Problem solving and decision making
O Systems theory
O Contingency theory
O Organization structure
O Characteristics of environment and
technology
O Models of organization and system
O Research Methods / Statistics
O Measures of central tendency
O Measures of dispersion
O Basic sampling theory
O Basic experimental design
O Sample inferential statistics
O Comparative Cultural Perspectives
O Dimensions of natural culture
O Dimensions of industry culture
O Systems implications
O Functional Knowledge of Business
O Interpersonal communication
O Collaboration / working together
O Problem solving
O Using new technology
O Conceptualizing
O Project management
O Present / education / coach
Core Competencies
O Organization design
O Organization research
O System dynamics
O History of organization
O Theories and models for change
Competencies of
an Effective OD
Practitioner
SKILLS
Core Competencies
O Managing the consulting process
O Analysis/diagnosis
O Designing/choosing appropriate, relevant
interventions
O Facilitation and process consultation
O Developing client capability
O Evaluating organization change
The Organization
Development
Practitioner
Professional Values
O Traditionally, OD practitioners have promoted a set of
values under a humanistic framework including a
concern for inquiry and science, democracy, and
being helpful. They have sought to build trust and
collaboration; to create an open, problem-solving
climate; and to increase the self-control of
organization members.
O More recently, they have extended those values to
include a concern for improving organizational
effectiveness and performance. They have shown an
increasing desire to optimize both human benefits
and production objectives.
O In addition to value issues within organizations, OD
practitioners are dealing more and more with value
conflicts with powerful outside groups. Organizations
are open systems and exist within increasingly
turbulent environments. Those external groups often
have different and competing values for judging the
organization’s effectiveness.
O Practitioners must have not only social skills but also
political skills, They must understand the distribution
of power, conflicts of interest, and value dilemmas
inherent in managing external relationships, and be
able to manage their own role and values with
respect to those dynamics.
O Interventions promoting collaboration and system
maintenance may be ineffective in a larger arena,
especially when there are power and dominance
relationships among organizations and competition
for scarce resources. Under those conditions, they
may need more power-oriented interventions, such
as bargaining, coalition forming, and pressure
tactics.
The Organization
Development
Practitioner
Professional Ethics
O Ethical issues in OD are concerned with how
practitioners perform their helping relationship with
organization members. Inherent in any helping
relationship is the potential for misconduct and client
abuse. OD practitioners can let personal values
stand in the way of good practice or use the power
inherent in their professional role to abuse (often
unintentionally) organization members.
O Ethical Guidelines
O Ethical Dilemmas
O Misrepresentation
O Misuse of Data
O Coercion
O Value and Goal Conflict
O Technical Ineptness