Organizational Development (ORGDEV)

Dr. Ivy Lim

TTh 10:30am-10:30pm

Assignment 1 September 14, 2020

Answer the following questions:

Chapter 3 The Organization Development Practitioner

1. Who is the Organization Development Practitioner?

- They may be internal or external consultants who offer professional services to

organizations, including their top managers, functional department heads, and
staff groups. They may be those specializing in fields related to OD, such as
reward systems, organization design, total quality, information technology, and
business strategy.

2. What are the competencies of a professional OD practitioner?

- Systems Change Expert — who can comfortably work within a whole system
and advise on strategies for organizational change, transformation, and
alignment.
- Culture Builder — who fosters commitment and engagement based on an
environment of trust and promotes the health and vitality of the organization.
- Innovator — who sponsors, develops, and can challenge the organization to
create strategies for disruption, breakthroughs, transformation, and innovation.
- Efficient Designer — who strives for simplicity and designs strategies,
interventions, and processes to facilitate a desired business outcome with the
client and end-user in mind.
- Process Consultant — who increases leadership and organizational capacity,
facilitates group dialogue and decision-making by creating a non-threatening
environment.
- Data Synthesizer — who operates as an integrator connecting multi-
stakeholder views and translates salient information to create clarity and
commitment.
- Efficient Designer — who strives for simplicity and designs strategies,
interventions, and processes to facilitate a desired business outcome with the
client anCredible Influencer — who empathetically relates to clients,
understands their needs, and has the knowledge to translate the business reality
into terms that can be agreed upon and committed to by the client.d end-user in
mind.
- Exemplary Consultant — who cultivates meaning, working relationships, and
commitment with stakeholders to effect change, and demonstrates an
understanding of client expectations, effectively contracting for goals,
outcomes, and resources.
3. Discuss the professional values and ethics of an OD practitioner.
4.
- The presence of the code of ethics, values, and beliefs is to prevent the
occurence of ethical concerns, issues or problems in the helping-consulting
process.

Chapter 4 Entering and Contracting

1. Why is entering into an OD relationship especially as an external consultant is one of

the more difficult aspects of OD?

- External consultants as a project manager requires an understanding of what

drives their behavior. At a basic level, external consultants seek to optimize the
success of the intervention (i.e., the engagement) they have been engaged to
perform.

2. Study the implications of each step of the entering process.

Chapter 5 Diagnosing Organizations

1. What is diagnosis?

- Diagnosis is an effective way of looking at an organization to determine gaps

between current and desired performance and how it can achieve its goals.

2. Why is there a need for diagnostic Models?

- The diagnostic models provide a template or tool to break down the

organization into components to understand it more in depth as well as to better
visualize how all of the parts work together.

3. What is an open systems model?

- The open systems model is a favored model due to the fact that most people
believe that the world is constantly evolving and changing at a pace that has
become more rapid over the course of the last decade or two. In order to
properly diagnose and support an organization which is constantly changing
and having to adapt to their environment and changing customer demands, we
must be able to use models of diagnosis which support this flexibility and
adaptability.

4. What are the levels of diagnosing organizational systems? Study each part and assess
how the elements of the strategic orientation align with each other and with the
inputs.