Organisation development(OD) is a planned process of change in an organisation’s culture through the utilization of behavioral science technology, research and theory (Warner Burke, 1982). It also refers to a long range effort to improve an organisation’s problem solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultant or change agents (Wandell French, 1969).
Organisation transformation(OT) is a term referring collectively to such activities as re-engineering, redesigning and redefining business systems. It is often used when there is existing issue faced by the organisation.
Organisation development is the preferred choice that an organisation wants to be in and continually improve their products and service in an incremental manner. In order to achieve OD, organisation need internal or external change agents to aid them. However, after assessing the advantages and disadvantages of the change agents (Appendix 1 & 2), Internal change agent will be better for organisation to achieve OD as compared to external change agent.
Internal and External Change Leadership
External change agents are consultants who are temporary employed in the organization to remain engaged only for the duration of the change process.
An internal change agent is a staff person who has expertise in the behavioural sciences to help in the OD. Various reviewers of change management argue that OD applied by managers, rather than OD professionals has grown rapidly. It has been suggested that the faster pace of change affection organisation today is highlighting the centrality of the manager in the managing change. Therefore, OD must become a general management skill. Many managerial staffs in an organisation are equipped with this relevant skill.
Internal Change Leadership in the Action Research Model
The Action Research model focuses on planned change as a cyclical process in
References: 1. Aylsworth, Jan. 2001. Effectiveness of internal and external change agents. http://www.examiner.com/article/effectiveness-of-internal-and-external-change-agents 2. Bateman, Scott, and Thomas S. Snell, eds. 2003. Management-competing in the New Era. 5th ed. New Delhi: Tata McGraw-Hill. 3. Cummings, T. G., and C. G. Worley, eds. 2008. Organization Development & Change. 9th ed. Mason, OH: South-Western. 4. French Wendell L and Bell Cecil. 1995. “Organization development: Behavioral science interventions for organization improvement”. Prentice Hall 5. Gilley, Jerry W., Scott A. Quatro, Erik Hoekstra, Doug D. Whittle, and Ann Maycunich. 2001. The Manager as Change Agent. Cambridge, MA: Perseus Publishing. 6. Hammer, M., and J. Champy. 1993. Reengineering the Corporation. New York: Harper Collins 7. Huffington, C., C. Cole and H. Brunning. 1997. A Manual of Organizational Development: The Psychology of Change. London: Karnac Books. 8. Jones, Gareth R. 2004. Organisational Theory, Design and Change. Delhi, India: PearsonEducation. 9. Lacey, Miriam Y. 1995. “Internal consulting: perspectives on the process of planned change.” Journal of Organizational Change Management 8(3): 75-84. doi:10.1108/09534819510090178 10. W. Burke,1982. Organisation Development: Principles and Practices. Boston, MA: Little Brown.