ANNUNCIATION COLLEGE OF BACON SORSOGON UNIT, INC.

Graduate Studies
Magsaysay Avenue, Sorsogon City

Subject: Organization, Behavior and Development

Professor: Belen L. Dominguiano, Ph. D.
Student: Emma Legaspi Gabion
2nd Semester- (2021-2022)

Chapter 3: THE ORGANIZATIONAL DEVELOPMENT

PRACTITIONER

ORGANIZATIONAL DEVELOPMENT PRACTITIONER refers to at least 3 sets of people:

 The most obvious group of OD practitioner are People specializing in
organizational development as a profession. They maybe internal or
external consultants—. who offer professional services to organizations,
including their top managers, functional department heads and staff
group.
They are generalist organization development practitioners.

 The second set of people to whom the term OD practitioner applies are
those specializing in fields related to OD such as reward systems,
organization design; total quality, information technology and business
strategy.
They are specialist organization development practitioner.

 The third set of people to whom the term applies are the increasing
number of managers and administrators who have gained competence in
who apply it to their own work areas.
They have gained the expertise to introduce change and innovation into
the organization.
They are the functional organization development practitioners.

COMPETENCIES OF AN EFFECTIVE ORGANIZATIONAL DEVELOPMENT

PRACTITIONER

Knowledge of Organization Development Practitioners

For the organization development practitioner to be effective, there
are core competencies expected of him/her. Such competencies
will help him/her effectively bring about the change process. They
include knowledge in the following areas:

1. Individual Psychology
This requires having good understanding of the learning, motivation
and perception theories. It means knowing how to deal with people
individually, understanding their respective idiosyncrasies and
drawing out the best in them.

2. Group Dynamics
 This is concerned with managing varied roles in the organization
making correct and favorable decisions, nurturing group development
and professionalizing communication processes.

3. Organizational Behavior
This refers to the ability to understand the organizational culture,
the skill to design job tasks,- the maturity to handle interpersonal
relations and conflicts. It requires possession of high ethical standards,
foresight to set goals, transformational leadership and the gift to
handle power and politics in the workplace.

4. Functional knowledge
This concerns expertise in information technology, project
management, logistics, new and emerging corporate and business
developments as well as in marketing, finance, production and human
resource development.

5. Management
This calls for proficiency in supervising the administrative functions of
the organization or any unit. It requires skills in planning, organizing,
leading and controlling. A holistic and strategic perspective of the
organizational structure and knowledge of theories on contingency and
systems are necessary.

6. Cultural Diversity:
This refers possession of the art of accepting understanding, and
working with individuals of different cultures, increasing awareness of
multicultural dynamics to develop high performance, adapting to
cultural differences and similarities, and applying effective approaches
to managing conflict in a multicultural work environment.

7. Research Methods and Statistics:

This involves expertise in handling data and information, preparing
research designs and using inferential statistics in decision-making.

Skills of Organization Development Consultants/Practitioner

1. Behavioral Skills
That will make one see things objectively, all times, think
professionally, speak maturely, and act ethically, The
consultant/practitioner needs personal skills that will make
him/her look at issues with a high degree of self-discipline, honesty,
consistency, and trust, and interpersonal skills that can help
him/her build, facilitate and strengthen relationships with
everybody,

2. Leadership skills
That will enable him/her to motivate employees, initiate action,
inspire them to undergo change recognize thoughts, feelings and
behaviors associated with change situations and create change work
environments where emotional honesty and energy are required.

3. Communication skills
 That will help him/her listen to everyone and effectively shan-'
his/her ideas with all concerned key players with clarity and
conviction. He also needs presentation skills to balance verbal and
nonverbal messages, respond professionally to questions, and speak,
present and communicate with poise power and persuasion.

4. Negotiation skills
That will help him/her minimize, if not eliminate resistance, settle
conflicts, and bring about understanding, at the least, acceptance,
cooperation, and collaboration among the parties concerned.
Similarly, he/she needs marginal skills that will help him/her bring
together and reconcile viewpoints among radically opposing
organization groups. Traits include neutrality, open-mindedness,
objectivity and adaptable information-processing ability.

5. Problem-solving skills
That will enable him/her to accurately perform assessments,
systematically diagnose problems, clarity goals, set priorities,
provide corresponding solutions and make critical decisions.

FUNCTIONS OF ORGANIZATION DEVELOPMENT CONSULTANTS

 Conduct environmental scanning to help the organization or department

examine and determine its present status.

 Perform external internal diagnosis to assist management in analyzing

organizational and unit problem areas.

 Prepare a strategic plan,

 Monitors the implementation phase by actualizing and facilitating change.

 Monitors the change, evaluates and proposes more improvements,

ACTIVITIES OF ORGANIZATION DEVELOPMENT CONSULTANT

Organization Change:
The organization development practitioner can assess the
organization's readiness to change and help the organization in overcoming
emotional and intellectual changes.
He/she can help create an atmosphere for effective communication
and ensure that all systems support and not undermine change by
influencing organization members to subtly modify or shift their attitudes and
shared values positively.
He/she can prepare a change management plan, including the
processes and organization development consultant can also help assess the
change results achieved and the impact of change.
he/ she can assist the organization to positively recover, rebound and
learn from change.

Employee Development:
The organization development practitioner can help develop human
 resources with respect to standardizing recruitment, hiring and selection
policies and procedures, develop employee career "pathing" professional
growth and enrichment and emphasize rewards and recognition systems.
He/she can likewise propose human resource development
programs that focus on employee wellbeing and life. After all, the
employees are the lifeblood and muscle of the organization, They perform
for the organization.

Strategy Development:
The organization development practitioner can illustrate to
the organization how to align strategic planning goals through
integration Of strategic objectives, metrics and performance.
He can assist the organization in identifying evolving strategic and
generating high performing ideas.
He/she can show organization how to scan the environment,
diagnose the organization's strengths, limitations, opportunities and
threats and propose competitive change strategies,

Management Development:
The organization practitioner can help enhance the leadership
change skills of management.
He/she can help build and reinforce a more positive and
collaborative change work environment.
He/she can help strengthen the managerial change skills in planning
changes, organizing the affected department, staffing people, directing and
monitoring them.

Technology Integration:
The organization development practitioner can share his/her
knowledge in information and communication technology production and
operations management, systems, development, hardware and software
management total quality management and inventory, and logistics
management among others.

STYLES OF ORGANIZATION DEVELOPMENT CONSULTANTS

Organization development professionals have distinct ways of performing

organization development activities. They exhibit particular styles of dealing with
clients.

1. Safe Player:
He/she is one person who keeps a low profile. He/ she is someone who does
not want to "rock the boat". He/she feels comfortable by simply following the
directives of top management. He/she-lacks-initiative. He is not popular with the
employees. He/ she is "diplomatic" and always wants to play safe.

2. Thinker:
He/she is one person who has self-confidence by virtue of his/her
knowledge and expertise. He/she is concerned with achieving goals like-knowing
 and solving problems affecting the workplace. He/she is low when it comes to
employee morale and relationships.

3. Cheerer:
He/she is one person who does not emphasize goal accomplishment. Instead,
he/she puts importance on employee morale and relationships. He seeks to bring
about and maintain a warm working environment with employees.

4. Leader:
He/she is none person who emphasizes employee growth and satisfaction.
He/she is an achiever who aims for goal accomplishment while at the same time,
stresses personal, team and inter-group relationships.

PROFESSIONALISM OF ORGANIZATION DEVELOPMENT CONSULTANTS

To function effectively, an organization development consultant possess a high degree

of professionalism. Professionalism refers to the internalization of value system that is
inherent in tbc concept and expectation of the profession.

• Specialized Knowledge and Skills:

An organization development practitioner should possess thc competencies and
skills required for an organization development job. He/she should possess
awareness and full understanding of his/her organization development functions,
He/she should have proven himself/herself in the field of change and other
accompanying organization development activities.

• Independence in the practice of one's profession:

Impartiality is necessary in effective change management. The organization
development practitioner should not allow himself/herself to be influenced by
anybody or anything. He/she has to be objective in his/her analysis of the situation,
issues and other concerns. He/ she has to be neutral in arriving at conclusions and
impartial in making judgments.

 A professional approach as portrayed by emotional balance:

The emotional demands of an organization development professional are great.
More importantly he/she should be able to recognize and express emotions
appropriately. He/she should be able to practice self-control while regulating the
emotions of others. Generally, the organization development professional exhibits
high emotional maturity. He/she is sensitive, responsive, accepting, understanding,
and respectable,

• A high degree of responsibility with a sense of commitment to the discipline:

There are important characteristics that are critical to successful organization

development practice. They include dependability, trustworthiness, consistency,

dedication' enthusiasm and perseverance.
 PROFESSIONAL VALUES

Values have played an important role in organization development from its

beginning. Traditionally, OD professionals 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.
More recently, OD practitioners have extended those humanistic 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,

PROFESSIONAL ETHICS
Inherent in the organization development practice is a high degree of ethical
standards. This requires the organization development consultant to handle himself/herself
professionally and avoid any form of misconduct and client abuse.

ETHICAL DILEMMAS

1. Misuse of Data:
This includes mishandling, misinterpreting, and manipulating data or event
using them to harm the organization or individuals.

2. Technical ineptness:
Tobe technically incompetent is to commit errors like coming up with wrong
organization development interventions, proposing organization development
interventions when the organization is not ready for the intended change or
implementing organization development interventions that are not aligned with
the set objectives of the organization.

3. Misrepresentation:
Dishonesty like putting damaging slants on issues at hand, falsifying and
fabricating facts, distorting findings, misleading interpretations and analysis,
altering arrived-at conclusions and suggesting wrong and inappropriate change
activities.

4. Power and Coercion:

Forms of coercion happen when organization members participate in
organization development interventions under intimidations and
compelling circumstances.

5. Conflicts in Values and Goals:

Occur when there is a discrepancy in organizational beliefs and attitudes,
when the organizational set goals are unclear, not prioritized and too many and
when the means to achieve these goals are ambiguous and incongruous.

THE ORGANIZATION DEVELOPMENT CONSULTANT-CLIENT RELATIONSHIP

 For any organization development consultant-client relationship to be fruitful, both
parties should perform their responsibilities and roles well. Particularly, the practice of
organization development consulting involves the following steps:

A. The organization development consultant has to establish the

organization's readiness for change.
He/she has to explain to the organization members the rationale for
undergoing change by presenting facts contributing to this change decision
Furthermore, the organization development practitioner should make clear to the
frontline managers and human resource professionals the necessity to collaborate
and help the organization to lead and manage change,

B. The organization development consultant has to identify his/her clients

adequately and clearly.
The organization development practitioner should determine whether it is
a unit, a department, an individual, groups of individuals, or the entire
organization that will undergo change. Similarly, he/she has to specify the
particular persons involved in the change process.

C. The organization development consultant has to commit and develop a

trust relationship with his/her client.
For any change process to produce favorable results, both consultant and
client should have confidence in each other. The client should believe in the
capability and professionalism of the consultant. On the other hand, the
consultant should assure the key stakeholders that the initiated change would
produce positive outcomes.

D. Lastly, the consultant has to formalize the ground rules with his/her client.
Typical concerns in the organization development consultant-client
relationship should be clearly addressed and agreed upon.

Change Behavior of Organization Members

 Indifferent:
The organization members usually follow established routines. They avoid
accepting responsibility for their actions and generally keep their real ideas about
self fulfillment/and organizational effectiveness to themselves.

 Gamesmanship:
The organization members take high responsibility for their actions and
take their own decisions on how to behave. However, they are not open when it
comes to their shared feelings and ideas,

 Charismatic:
The organization members openly share their ideas and feelings although
they avoid any form of responsibility,

 Consensus:
The organization members share perceptions and feelings openly coupled
with an acceptance of responsibility for decisions made.
 *** Without overemphasizing it, professionalism in organization development
consultancy is a requisite. Notwithstanding the challenges existing in the change
environment, organizati0n development consultants have to conduct themselves
ethically. There should be no room for any unethical or even doubtful behavior.