Internal vs External Leadership Change

Powerful Essays
Contents 1) Introduction 2 2) Types of OD Practitioners 2 3) Advantages and disadvantages of Internal/External 3 OD Practitioners
3.1 Internal OD Practitioners 3
3.1.1 Advantages of Internal OD Practitioners 3
3.1.2 Disadvantages of Internal OD Practitioners 4

3.2 External OD Practitioners 4
3.2.1 Advantages of External OD Practitioners 4
3.2.2 Disadvantages of External OD Practitioners 4

4) Criteria in choosing Internal or External OD Practitioners 5
4.1 Type of change 5
4.2 Time required 6
4.3 Knowledge and skills required to implement change 6
4.4 Political situation within the organisation 6 5) Conclusion 6 6) References 8

1. Introduction
Organisational change occurs because there is a need for change and this need for change is due to the environmental changes around us. In order for organisations to be successful, they would have to adapt to the changes that are on-going and morph in order to keep up. It is under these pressures that companies are forced to downsize, re-engineer, flatten their structures, go global and even initiate more sophisticated technologies (Waddell, Cummings, & Worley, 2007).
These days, it has become common to hear of the many challenges faced by organisations. The one change that has impacted organisations the most is the realisation that people, are the main competitive advantage an organisation can have (Ruona & Gibson, 2004). And therefore, in order to make changes, a leader is required; the leader, who is also known as the “Change agent”, can be anyone with the power or authority to implement and conduct the change process in an organization so as to help it achieve its objectives (Nelson & Quick, 2007).

2. Types of OD Practitioners
Basically, there are 3 different types of OD practitioners
1) Professional people that can be either internal or external consultants
2) People who specialised in the OD field
3) Top



References: Black, S. (2004, may 11). 80% of 3m shareholders re-elect ceo mcnerney to board. Minneapolis St. Paul Business Journal. Retrieved from http://www.bizjournals.com/twincities/stories/2004/05/10/daily21.html?page=all Bourgeois, L Brown, D.R. and Harvey, D. (2006). An Experiential approach to Organisational Development. Burke, W. W. (2004). Internal Organization Development Practitioners: Where Do They Belong? The Journal of Applied Behavioral Science, 40(4), 423-431. Heracleous, L., & Wirtz, J. (2009). Strategy and organization at singapore airlines: Achieving sustainable advantage through dual strategy. Journal of Air Transport Management, 274-279. Marks, M. L., Warrick, D. D., & Meeks, M. (2011). Should OD Be Taught to Undergraduates? Recommendations for Business Schools. Organization Development Journal, 29(1), 97-106. Nelson, D. L., & Quick, J. C. (2007). Understanding organizational behavior. South-Western Pub. Ruona, W. E. A. and Gibson, S. K. (2004), The making of twenty-first-century HR: An analysis of the convergence of HRM, HRD, and OD. Hum. Resour. Manage., 43: 49–66. doi: 10.1002/hrm.20002 Scott, B., & Hascall, J Waldersee, R., Griffiths, A., & Lai, J. (2003). Predicting Organizational Change Success: Matching Organization Type, Change Type and Capabilities. Journal of Applied Management and Entrepreneurship, 8(1), 66-81. Waddell, D., Cummings, T. G., & Worley, C. G. (2007). Organisation development & change. (3rd ed.). Australia: Cengage Learning. Yee, F. (2013, June) The nature of planned change. Lecture present for OD HR module at Kaplan Singapore, Wilkie Edge Campus Yee, F

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