MASTERS OF BUSINESS

ADMINISTRATION (OL)

ORGANISATIONAL DEVELOPMENT AND CHANGE MANAGEMENT (OL)

(GSGM7324)

Semester:
September 2020 – Part 2

REFLECTION TASK #2

Submitted by:
UNITED GROUP

CHOW KAI JET (MC191009993)

LAVANNYA A/P MOORTHY (MC191010006)
MOHD AMAN BIN ARMAWAI (MC191010159)
MOHAMAD NAJMI BIN ZAHARI (MC191009974)
PERRY TIONG KWONG LIANG (MC191010199)

Section:
O11 (Online)

Submitted to:
MADAM SAFIAH RASHID
FACULTY OF BUSINESS AND TECHNOLOGY

Date of Submission:
November 2020

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 TABLE OF CONTENTS

QUESTION 1.......................................................................................................................................3
QUESTION 2.......................................................................................................................................3
QUESTION 3.......................................................................................................................................3
QUESTION 4.......................................................................................................................................3
REFERENCE......................................................................................................................................4

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QUESTION 1

a. Who is the client?

1. HR department

2. Finance department

3. Top Management

4. Other department

b. Which type of practitioners’ style the consultants appointed by the company

used? Justify your answer with example from the case.

The type of practitioners’ style that been used by the consultants appointed by
the company is Pathfinder Style. This style is known as aiming both high
degree of effectiveness and high degree of members satisfaction where it
involves all members and the activities done through teamwork.

From the case, we can see that even the HR Director already acknowledge
the issue is from the personality differences between two department heads
that cause the conflict and it also involves several team members in each
department and this poor communication are affecting employees morale and
productivity, the practitioners are not directly challenge the pattern of the
behaviour but choose to focus on 6 essential process of pathfinder
practitioners’ style for effective organization performance which is:

6 Essential Process Example from the case

Communication The practitioners start to communicate with HR and
Finance Director by interviewed each of them to
understand their perspectives about the conflict.

From different perceptive to understand the

conflicts, the practitioners also interviewed a couple
of key team members from each department.

The practitioner skill profile require is

communication skill.

Member roles and In this process, the practitioner is giving each

function in groups member in HR and Finance department a role to
complete the survey based on their group
performance and other group performance. As a

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 group then they have to identify on what they view
them self, how they view another group and what
they felt other group view them.

For a better result, all other department members

also completed the assessment.

Group problem The practitioner than choose full day workshop

solving and decision began with a two-hour, Myers-Briggs
making communications activity with all department
members as a group problem solving and decision-
making activity.

This is a great help to the peoples to get more

understanding on all the department preference that
require in order to obtain the better result in the
decision-making process.

In this process, the practitioner gives the group an

idea on how to communicate effectively.

For the group activity, the practitioner gives the task

to the group to look at the data that been collect
from group perceptive survey for them to analyse
the problem and to come out with the specific plan
that are able to solve the issue.

Group norm and The group norm is not collaborated and always
growth having a conflict.

By being able to change the norm where the

practitioner come out with the open sharing session
with the group member to personally discuss and
brainstorm on how to improve the relationship
between HR and Finance department

In this process, we will be able to see the growth

when each group are actively participating in the
sharing session and the groups are able to develop
an idea and plan on the improvement.

Leadership and As we know, the leadership and authority are been

authority hold by the top management level. In this process
we can see that the practitioner is having the
coaching session with the Directors to brainstorm
the solution to the conflict.

Leaders are always act as a role model by all

employees and having the authority to make sure
all the plan that been develop will be comply by all
members

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 Intergroup The intergroup cooperation can be understood from
cooperation and the feedback of the workshop.
competition
From this case, the follow up done by the
practitioners with the Directors show the intergroup
communication had been improve drastically and
their perception between the group are now
become more positive.

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QUESTION 2
What are the TWO (2) most important skills that an OD practitioner must have and why?
Justify your answer with suitable example.

From my point of view, the two most important skills that an OD practitioner must have are
analytical skills and communication skills.

First, analytical skill includes the ability to identify the root cause for the failure thru series of
investigation or research. This skill also includes the ability to gather information using
various methodology such as observation, testing, questioning or interviewing.

From the gathered information, the OD shall develop solutions and test out the solution for
effectiveness of the recommendation. Critical thinking is necessary at this stage to ensure that
there is solution for every failure to cover the shortfall. Before concluding the case, the OD
shall also do a post-analysis on the outcome from the recommended solutions as this shall
become a reference point in the future.

Second, communication skill is important as OD practitioner daily activity involved

interaction among people for data gathering, thus partnership and collaborations skills are
highly required to carry out their task effectively. An external OD practitioner need excellent
communication skills to build trust and engrave their stand in necessity of change.

Clear communication during reporting of findings is important to ensure the information

conveyed is concise and clear to avoid misunderstanding, conflict and productivity issues.
The process includes presenting ideas clearly, listening carefully and responding
appropriately. Two-way communications are always a good idea to iron out the issues
promptly.

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QUESTION 3
In your opinion, why the above company appointed OD consultants to solve the issue the two
departments are facing? Why can’t both departments solve the issue by themselves?

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QUESTION 4
What lesson can you learn from the above case?

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REFERENCE
Anne Baker, Learning and Talent Development Specialist, Michigan State University.
https://www.canr.msu.edu/od/professional_development/core_competencies

Scott Thompson, The Skills Needed For OD Practitioner.

https://work.chron.com/skills-needed-od-practitioners-18228.html

https://www.zeepedia.com/read.php?
creating_a_climate_for_change_the_stabilizer_style_the_analyzer_style_organization_development
&b=52&c=11

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