Roles of Organizational Development Consultants in an Organization and Explain How the Nature of the Relationship with the Client as Defined in Their Roles May Influence the Outcome of the Assignment.

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Roles of Organizational Development consultants in an organization and explain how the nature of the relationship with the client as defined in their roles may influence the outcome of the assignment. ORGANISATIONAL DEVELOPMENT

This is the practice of helping an organization solve problems and reach their goals. A key emphasis on OD is assisting clients not just in meeting their goals but with learning new problem solving skills that they can use in the future. An OD consultant can help an organization to plan and minimize risk. Here are primary the distinguishing characteristics of OD:

1. OD focuses on culture and processes.

2. Specifically, OC encourages collaboration between organization leaders and members managing culture and processes.

3. Teams of all kind are particularly important for task accomplishment and are targets for OD activities.

4. OD focuses on the human and social side of the organization primarily, and in so doing also intervenes in the technological and structural sides.

5. OD focuses on total system change and views organization as complex social system.

6. OD relies on an action research model with extensive participation by client system members.

7. OD takes a developmental view that seeks the betterment both individuals and organizational attempting to create WIN WIN solutions.

8. OD practitioners are facilitators, collaborators, and co learners with the client system.

Roles of organization development consultants.
Organization development consultants contract with clients to offer a range of services including: • Advocate
Here the consultant comes up with his ways to which should be done and followed in the organization development. In this role consultants will tell people what to do and not to thus influencing the partner to do something. Working with departments, committees and other groups to help them plan implement changes in their organization such as work recognition or moves and space changes. • Joint problem solver / Group solving

In this role the consultant joins the client, almost as a peer in defining the problem, testing assumptions and alternatives, identifying issues and testing the feasibility of different options helping a group identify a key issue, gather info about it and routine decisions or action plans needed to address the issue. • Trainer and Talent management

This role is appropriate during consulting to acquire some information, learn some skill or value some idea or process. Helping managers assess their departments workforce so that the right people are in the right roles with the right set at the right time. • Meeting design and facilitation

Working with clients to help them plan an agenda, stay with the agenda and discuss issues effectively. • Technical expert.
These can also be called information specialists. In this role the consultant provides the client with specialized knowledge, skill and professional methods and organizational dynamics. • Team development

Helping teams to develop its ability to work more effectively together. • Business process redesign
Working with a group to analyze the current way of adopting a specific piece of work to determine whether there is a better way to design how the work gets done. • Customized training
Working with a group to develop or renew knowledge, skills or values relative to a group goal. • Fact finder.
In this role the consultant is functioning basically as a researcher collecting information. This is one of the most crucial critical aspects of problem solving and is the one that receives the least attention. An inherent danger in this role is that the very activity of collecting information and asking questions, almost always sets up an expectations that something will happen as a result of the questions. Relationship with the client may affect the outcome of the...
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