Professional Documents
Culture Documents
consultants who offer professional services to organizations, including their top managers, functional department heads, and staff groups. O They may be those specializing in fields related to OD, such as reward systems, organization design, total quality, information technology, and business strategy.
administrators who have gained competence in OD and who apply it to their own work areas.
interventionist, Argyris (1970) 1. Generate and help clients to generate valid information that they can understand about their problems. 2. Create opportunities for clients to search effectively for solutions to their problems, to make free choices. 3. Create conditions for internal commitment to their choices and opportunities for the continual monitoring of the action taken.
Foundation Competencies
O Organization Behavior
O Organization Culture O Work Design
O Interpersonal Relations
O Power and Politics O Leadership O Goal-Setting
O Conflict
O Ethics
O Individual Psychology
O Learning theory O Motivation theory
O Perception theory
O Group Dynamics
O Roles O Communication Processes O Decision-Making Processes O Stages of Group Development O Leadership
O
O O O O O
controlling Problem solving and decision making Systems theory Contingency theory Organization structure Characteristics of environment and technology Models of organization and system
O Problem solving
O Using new technology O Conceptualizing O Project management O Present / education / coach
Core Competencies
O Organization design O Organization research O System dynamics O History of organization O Theories and models for change
Core Competencies
O Managing the consulting process O Analysis/diagnosis O Designing/choosing appropriate, relevant
interventions O Facilitation and process consultation O Developing client capability O Evaluating organization change
of values under a humanistic framework including a concern for inquiry and science, democracy, and being helpful. They have sought to build trust and collaboration; to create an open, problem-solving climate; and to increase the self-control of organization members. O More recently, they have extended those values to include a concern for improving organizational effectiveness and performance. They have shown an increasing desire to optimize both human benefits and production objectives.
OD practitioners are dealing more and more with value conflicts with powerful outside groups. Organizations are open systems and exist within increasingly turbulent environments. Those external groups often have different and competing values for judging the organizations effectiveness. O Practitioners must have not only social skills but also political skills, They must understand the distribution of power, conflicts of interest, and value dilemmas inherent in managing external relationships, and be able to manage their own role and values with respect to those dynamics.
maintenance may be ineffective in a larger arena, especially when there are power and dominance relationships among organizations and competition for scarce resources. Under those conditions, they may need more power-oriented interventions, such as bargaining, coalition forming, and pressure tactics.
practitioners perform their helping relationship with organization members. Inherent in any helping relationship is the potential for misconduct and client abuse. OD practitioners can let personal values stand in the way of good practice or use the power inherent in their professional role to abuse (often unintentionally) organization members.