Organization Development and Change Chapter Three The Organization

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Organization Development and Change Chapter Three: The Organization Development Practitioner Thomas G. Cummings Christopher

Organization Development and Change Chapter Three: The Organization Development Practitioner Thomas G. Cummings Christopher G. Worley Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning

Learning Objectives for Chapter Three To understand the essential character of OD practitioners n

Learning Objectives for Chapter Three To understand the essential character of OD practitioners n To understand the necessary competencies required of an effective OD practitioner n To understand the roles and ethical conflicts that face OD practitioners n Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 2

The Organization Development Practitioner Internal and External Consultants n Professionals from other disciplines who

The Organization Development Practitioner Internal and External Consultants n Professionals from other disciplines who apply OD practices (e. g. , TQM managers, IT/IS managers, compensation and benefits managers) n Managers and Administrators who apply OD from their line or staff positions n Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 3

Competencies of an OD Practitioner n Intrapersonal skills ¨ Self-awareness n Interpersonal skills ¨

Competencies of an OD Practitioner n Intrapersonal skills ¨ Self-awareness n Interpersonal skills ¨ Ability to work with others and groups n General consultation skills ¨ Ability to manage consulting process n Organization development theory ¨ Knowledge of change processes Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 4

Role Demands on OD Practitioners n Position ¨ Internal vs. External n Marginality ¨

Role Demands on OD Practitioners n Position ¨ Internal vs. External n Marginality ¨ Ability to straddle boundaries n Emotional Demands ¨ Emotional Intelligence n Use of Knowledge and Experience Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 5

Client vs. Consultant Knowledge Use of Consultant’s Knowledge and Experience Plans Implementation Recommends/prescribes Proposes

Client vs. Consultant Knowledge Use of Consultant’s Knowledge and Experience Plans Implementation Recommends/prescribes Proposes criteria Feeds back data Probes and gathers data Clarifies and interprets Use of Client’s Knowledge and Experience Listens and reflects Refuses to become involved Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 6

Professional Ethics Ethical Guidelines n Ethical Dilemmas n ¨ Misrepresentation ¨ Misuse of Data

Professional Ethics Ethical Guidelines n Ethical Dilemmas n ¨ Misrepresentation ¨ Misuse of Data ¨ Coercion ¨ Value and Goal Conflicts ¨ Technical Ineptness Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning 7

A Model of Ethical Dilemmas Antecedents Values Goals Needs Abilities Role of the Change

A Model of Ethical Dilemmas Antecedents Values Goals Needs Abilities Role of the Change Agent Process Consequences Role Episode • Role conflict • Role ambiguity Role of the Client System Cummings & Worley, 9 e (c) 2008 South-Western Cengage Learning Ethical Dilemmas • Misrepresentation • Misuse of data • Coercion • Value and goal conflict • Technical ineptness 8