Report On Organizational

Development
Based on interview by OD consultant
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SUBMITTED BY:

HALEEMA SADIA

HIRA YAQOOB

CLASS: MBA 7A (MORNING)

SUBMITTED TO: MA’AM SAYMA ZIA

TOPIC: INTERVIEW WITH OD CONSULTANT

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ACKNOWLEDGEMENTS

GLORY AND PRAISE BE TO ALLAH THE ALMIGHTY- THE MOST GRACIOUS & THE MOST MERCIFUL

We take this opportunity to express our abysmal gratitude to our mentor Ma’am Sayma Zia
for her commendable guidance throughout the making of this report.

We wish to give special thanks to the Mr. Sahib Karim Khan (CEO) TPE Consultants for his
congenial support and valuable information. Without his backing and active participation
there would no success in completion of this report.

Lastly, we thank Allah Almighty, our families and our friends for their constant support and
encouragement without which this given task would not be possible.

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TABLE OF CONTENTS

Sr. No Topics Page No.

1 Introduction to OD 5

2 About the company 5

3 Areas of specialization 5-6

4 Profile of OD consultant 6-8

5 Why OD is important 9

6 Nature of job 9

7 Nature of OD assignments 9

8 Building an OD strategy 9

9 Basic approaches to OD

10 OD interventions

11 Challenges as an external OD consultant

12 How to overcome the challenges

13 Conclusion

14 Suggestions/Tips for amateur OD consultants

15 Questionnaire used

16 Reference

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Address: Mashriq Shopping Center, Karachi

Email: info@tpeconsultants.biz

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1) INTRODUCTION TO OD: Organizational development (OD) is an application of behavioral

science to organizational change. It encompasses a wide array of theories, processes, and
activities, all of which are oriented toward the goal of improving individual organizations. OD
stresses carefully planned approaches to changing or improving organizational structures
and processes, in an attempt to minimize negative side effects and maximize organizational
effectiveness. OD differs from traditional organizational change techniques in that it typically
embraces a more holistic approach that is aimed at transforming thought and behavior
throughout an entity. Like many other organizational change techniques, the basic OD
process consists of gathering data, planning changes, and then implementing and managing
the changes. However, OD initiatives are usually distinguished by the use of "action
research," change agents, and "interventions."

2) INTRODUCTION OF COMPANY: TPE Consultants, founded in 2010, is a management

consultancy and training firm, owned and managed by experienced Pakistani professionals.
Team comprises of highly qualified & competent professionals in their respective industries
who share a common vision of excellence. They work with clients with the philosophy of
building their capabilities and leadership skills in order for them to grow above and beyond
expectations as an organization. At TPE, they aim for excellence and believe in partnering
with clients to provide them sustainable solutions for achieving their organizational
objectives

Core Values:
 Quality people
 Quality services
 Workable solutions
 Profitable business

3) AREAS OF SPECIALIZATION:

a) Leadership Development Initiatives

 Foundations of Leadership in 21st Century
 Latent to Active Talent Management
 Leadership Pipeline
 Level 5 Leadership
 Vision & Values Creation
 Vision & Values Roll-out

b) Customer Services
 Achieving Breakthrough Service
 Communicate to Win Hearts
 Structured Problem Solving & Decision Making
 Serving Kings & Queens’ Needs
 Customer Centricity Interventions (Pulse Check)

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c) Six Sigma Training

 Six Sigma Service Excellence
 Six Sigma Operational Excellence
 Structured Decision Making Using DMAIC

d) Team Development
 Attitude, Communication, Synergy & Execution (ACSE)
 People Development Toolkit
 Supervision for Success (First Line Supervisory Skills)
 Rational Conflict Management
 Monkey Management (Time Management Module)
 Building Team GOALL (Growth via Optimism, Attitude, Learning and Leading)
 Effective Stress Management

e) Communication & Presentation Skills

 Communicate to Win Hearts
 Disability Sensitization
 Making Impact Through Presentations
 Training of Trainers
 Business Writing Essentials
 English Language Proficiency & Competency

f) Contact Center Optimization

 Re-Vitalizing Call Center Professionals
 Ergonomics for Contact Centers
 Managing Call Center Teams
 Health, Wellbeing & Physical Improvement
 Mental Health Awareness Training
 Managing Contact Center KPIs

4) PROFILE OF OD CONSULTANT:

Sahib Karim Khan describes himself as an Enlightener who believes in

illuminating the human capital by enhancing their intellectual capabilities.
He is a certified Six Sigma professional, blogger and a trainer whose
expertise lies in equipping individuals with tools and techniques that
develop them to identify their true potential and perform above and
beyond expectations. With more than twelve years of corporate exposure,
Sahib has been associated with organizations like Marriott International, Mobilink, Stimulus,
& Navitus. His forte has been training and developing diverse teams on different aspects of
management. He has earned several professional accolades including the prestigious

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‘Mobilink Century Club Award’ for excellence. He is Founder/Trainer & OD Consultant at ‘TPE
Consultants’.

Sahib has earned several local and international certifications and is a:

Certified Train The Trainer (Navitus, Pakistan)

Certified Lean Six Sigma Professional (Gem One International, Singapore)

Certified People Manager (Navitus, Gulfstone Training, Pit Stop Training UK )

Certified Culture of Excellence Implementer (Round Incorporation, UK)

He has enlightened employees from different organizations on areas of leadership, customer

management, contact center operations, sales and performance management. His approach
to work is customer-centric and believes that optimism is the key to success. A continuous
learner by nature, Sahib has an MBA/M. Phil. in HRM, and in future plans to go for Ph.D. in
Organizational Development (OD).His hobbies include listening to music, playing sports,
spending time with friends and exercising. An admirer of Dr. Mohammad Allama Iqbal and
Jalaluddin Rumi, Sahib enjoys studying their philosophical thoughts on different aspects of
life. He resides in Karachi and could be contacted at sahib@tpeconsultants.biz

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Sahib has trained, coached & consulted organizations like: Nestle, Siemens, Zong, United
Energy, Silk Bank, Muller & Phipps, Sandoz, Focus Humanitarian Assistance, Qubee, TCS,
IBM, HBL, Sapphire Textile, Deutsche Bank, Air Blue, E-Planet Communication, Gatronova,
Multinet, & K-Electric among others.

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5) WHY OD IS IMPORTANT: Any business in today's fast-moving environment that is looking for
the pace of change to slow is likely to be sorely disappointed. In fact, businesses should
embrace change. Development is important for any organization because, without change
and development, businesses would likely lose their competitive edge and fail to meet the
needs of loyal customers. Change is happening in every organization. Every day, new
initiatives and projects are launched to improve performance, increase profits, and enhance
competitive advantage. Organizations could be implementing technology to enable a more
mobile workforce, reengineering a process to ensure regulatory compliance or pursuing an
enterprise-wide transformation around customer experience. There is a common
denominator for achieving the intended outcomes of OD initiative: people. Initiatives impact
how individual people do their work: their processes, job roles, workflows, reporting
structures, behaviors and even their identity within the organization. OD is the approach to
driving adoption and usage so initiatives deliver expected results and outcomes. Here is why
organizations need to develop and change.

6) NATURE OF JOB: An OD consultant provides consultation in change management,

organization effectiveness and performance issues and works in partnership with
administration and client groups to orchestrate cultural development and organization
change initiatives that address corporate goals and strategies. OD consultant provides advice
and support aimed at building organizational cohesion, health and flexibility. Scope of OD
consultant is that the OD consultant is accountable for the overall integration; delivery and
monitoring of all clinical and allied health staff change management services to the
organization.

7) NATURE OF OD ASSIGNMENTS: TPE consultants cater specific needs of the clients. They
basically deals in:

 Consultation services
 Training and development services
 Project management

8) BUILDING AN OD STRATEGY: An OD strategy is a comprehensive plan based on a thorough

analysis of organizational needs and goals. It is designed to bring about specific changes and
to ensure that appropriate steps are taken to secure those changes. Included in it are:

 Desired objectives
 Specific interventions aimed at achieving objectives
 Time scales
 A monitoring, review and evaluation system

The strategy must specify contingencies as well as primary interventions and take into
account the power and influence dynamics of the organization. Specific interventions, such
as team building and job redesign, are not strategies. Interventions, unlike strategies, are
simple activities with limited end objectives. Practitioners who confuse interventions with

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strategies seldom exert significant, long-term impact on organizational performance. If real

organizational change is to be achieved and organizational performance improved,
interventions must be seen only as parts of, and be embedded within, an overall strategy.
Because circumstances vary between organizations, organizational-change strategies will
vary as well. Likewise, the steps to strategy-building may differ from organization to
organization.

9) BASIC OD APPROACHES: Following are the basic OD approaches:

 Behavioral: deals with human resources to utilize it efficiently by means of
improving motivations, morale, etc.
 Technical: deals with changes in methods, machinery, technology, job design etc.
 Structural: deals with mergers, acquisitions, downsizing etc.

10) OD INTERVENTIONS: Interventions are range of actions designed to improve the health of
the client system. Interventions are the specific means, activities, and programs by which
change can be determined. Following are the interventions of OD consultant which went
successful and other which resulted in failure
 BEST PROJECT:
OBJECTIVE: To bring a certain type of culture in a renowned national
company
PROJECT PLAN: They divided the employees into groups of three for training
sessions/levels
LEVEL OF TRAINING: First level included senior management only. Second
level included junior members and few senior members. Final level included
both seniors and juniors including CEO
WHY PROJECT SUCCEEDED: Because CEO was supportive and is of view that
every individual is important and is equal

 WORST PROJECT:
OBJECTIVE: To train the employees so that they can work according to CEO
WHY PROJECT FAILED: Wavelength did not match because the objective was
not realistic

11) CHALLENGES: Following are main challenges and problems that an external OD consultants
face:
 Changing the mindsets of upper management is difficult
 Resistance
 Employees don not trust external consultants
 Training is a not solution to every problem
 CEO’s consider trainings as a ‘magic wand’
 Execution is easier but understanding organization and developing an appropriate
framework is difficult

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 Many factors that need to be kept in mind like: what the policies of the client’s
organization, how managers treat their subordinates, are managers trained or not,
either the compensation and benefit system is transparent or not, what is the
culture of organization
 Status quo is a hindrance in achieving long term objectives and goals
 CEOs set unrealistic goals/objectives to achieve

12) HOW TO OVERCOME CHALLENGES: Following are the steps which can be taken to overcome
the above mentioned challenges:
 CEO should be very supportive
 Involve senior management
 Create awareness for the change
 Disseminate relevant information to senior management
 Mission vision of the organization should be known
 Communication, grooming, training, rewards can be helpful
 Empower employees
 Consultants should be endorsed by CEO
 Some authority should be given to consultants

13) CONCLUSION: The organization development processes and their methods offer the
organization numerous possibilities for improvement and change. There are processes
affecting only some people, changing only some people’s characteristics – possibly in a
positive way; and there are others that aim at a group or groups or maybe the whole
organization. Successful involvement of consultants in desired organizational change
projects is increased by appropriately choosing whether internal or external consulting
resources will contribute the most value. Indeed, in many cases, a partnership that leverages
the advantages of both internal and external often provides the best value to the
organization provided senior management supports and endorses it.

14) SUGGESTIONS/TIPS FOR AMATEUR OD CONSULTANTS: To become a successful OD

consultant one should follow these steps:

 Step 1: Complete a Graduate Program

Organizational development consultants tend to have a variety of educational
credentials; most have earned a master's degree. At the graduate level, students
may enroll in organizational development, organizational psychology or human
resources programs
 Step 2: Earn Certifications
In order to operate as an independent consultant, OD consultants may benefit from
a reputation verified by industry credentials. Although graduate programs in
organizational development are available, students who earned their degree in
another field can still enroll in an organizational development certificate program
 Step 3: Gain Professional Experience

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Organizational development consultants provide advice related to changes in

management, business mergers, succession planning and other business-specific
topics. In order to offer the best advice on these topics, many consultants have
experience working at one or more large organizations as on-staff organizational
development consultants or human resources professionals
 Step 4: Engage in Continuing Education Opportunities
OD consultants can find a number of opportunities to engage in continued learning.
Colleges, universities, employers, OD and human resources (HR) organizations may
all offer some type of workshop, seminar or certificate program. Office
administration, HR policies, leadership, personal development and Web
development are a few of the skills that may be addressed. In addition, the
continuing education opportunities may broaden the consultant's level of expertise
and bring them a fatter paycheck
 Step 5: Build connections and strengthen your network
To become a successful OD consultant it is crucial to interact with industry gurus and
build strong networking connections so that you should know strengths and
weaknesses, trends, success stories etc.

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QUESTIONNAIRE USED:

1. Tell me a suggestion you have made that was implemented in this organizational
development field?
2. What experience do you have in this organizational development field?
3. What challenges are you looking for in this position?
4. Have you ever had a conflict with a boss or professor? How was it resolved?
5. What type of work environment do you prefer?
6. Describe the most difficult scheduling problem you have faced at Organizational
Development Consultant position. Tell me about a difficult experience you had as
Organizational Development Consultant.
7. Does a leader need power or authority? How do you influence people?
8. How do you see this Organizational Development Consultant job developing?
9. If selected for this Organizational Development Consultant position, describe your strategy
for the first days?
10. Have you ever encountered conflict in the workplace? How?
11. Can you give me a brief overview of your job history?
12. What major challenges and problems have you faced? How did you handle them?
13. What OD priorities align well with the organization’s mission, vision, values and
practice?

14. Were changes in the goals or work plan properly negotiated? Can you give any examples?

NOTE: NOT EVERY QUESTION WAS ANSWERED

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Reference:

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