Organizational change and Development (HR)-pptch03 (1).ppt
- 1. Thomas G. Cummings Christopher G. Worley Chapter Three: The Organization Development Practitioner
- 2. 3-2 Learning Objectives for Chapter Three • To understand the essential character of OD practitioners • To understand the necessary competencies required of an effective OD practitioner • To understand the roles and ethical conflicts that face OD practitioners
- 3. The Organization Development Practitioner Internal and External Consultants Professionals from other disciplines who apply OD practices (e.g., TQM managers, IT/IS managers, compensation and benefits managers) Managers and Administrators who apply OD from their line or staff positions 3-3
- 4. Competencies of an OD Practitioner Intrapersonal skills Self-awareness Interpersonal skills Ability to work with others and groups General consultation skills Ability to manage consulting process Organization development theory Knowledge of change processes 3-4
- 5. Role Demands on OD Practitioners Position Internal vs. External Marginality Ability to straddle boundaries Emotional Demands Emotional Intelligence Use of Knowledge and Experience 3-5
- 6. Client vs. Consultant Knowledge 3-6 Plans Implementation Recommends/prescribes Proposes criteria Feeds back data Probes and gathers data Clarifies and interprets Listens and reflects Refuses to become involved Use of Consultant’s Knowledge and Experience Use of Client’s Knowledge and Experience
- 7. Professional Ethics Ethical Guidelines Ethical Dilemmas Misrepresentation Misuse of Data Coercion Value and Goal Conflicts Technical Ineptness 3-7
- 8. A Model of Ethical Dilemmas 3-8 Antecedents Process Consequences Ethical Dilemmas • Misrepresentation • Misuse of data • Coercion • Value and goal conflict • Technical ineptness Role Episode • Role conflict • Role ambiguity Role of the Change Agent Role of the Client System Values Goals Needs Abilities