Role of Organizational Development
The Role of the Organizational Development Practitioner
Timothy Jenkins
Herzing University
Organization development is a systematic approach or process for implementing organizational change that is effective. This process is an ongoing process. One of the primary functions of organization development is to focus attention on understanding and managing change within an organization. Organization encompasses several fields of study such as psychology, sociology, theories of motivation, personality, and learning (Wendell & Bell, 1994).
The basic foundation for organization development has come from behavioral science. Other areas or fields of study have now been introduced in the study and practice of organization development. The field of organization development continues to grow and also continues to be open to new approaches.
Organization development has several objectives. Some of these are to increase the level of trust among employees, increase the satisfaction and commitment level of the employees, preparing to confront problems and not ignore them, manage conflict, increasing the cooperation between employees, and last but not least is increasing the problem solving capacity of the organization.
The organization development practitioner plays a vital role in the implementation of organization development (Fulmer & Keys, 1998). In some instances the practitioner maybe a technical expert and in others it could be someone such as a behavioral scientist. Behavioral scientist is familiar with how to get the employees within an organization involved in the decision making and problem solving their problems (Fulmer & Keys, 1998).
Practitioners must process knowledge of human behavior. The practitioner can be an internal staff person if he or she processes experience and expertise in behavioral sciences and intervention technology of organization development. Practitioners are needed when an organization is
Timothy Jenkins
Herzing University
Organization development is a systematic approach or process for implementing organizational change that is effective. This process is an ongoing process. One of the primary functions of organization development is to focus attention on understanding and managing change within an organization. Organization encompasses several fields of study such as psychology, sociology, theories of motivation, personality, and learning (Wendell & Bell, 1994).
The basic foundation for organization development has come from behavioral science. Other areas or fields of study have now been introduced in the study and practice of organization development. The field of organization development continues to grow and also continues to be open to new approaches.
Organization development has several objectives. Some of these are to increase the level of trust among employees, increase the satisfaction and commitment level of the employees, preparing to confront problems and not ignore them, manage conflict, increasing the cooperation between employees, and last but not least is increasing the problem solving capacity of the organization.
The organization development practitioner plays a vital role in the implementation of organization development (Fulmer & Keys, 1998). In some instances the practitioner maybe a technical expert and in others it could be someone such as a behavioral scientist. Behavioral scientist is familiar with how to get the employees within an organization involved in the decision making and problem solving their problems (Fulmer & Keys, 1998).
Practitioners must process knowledge of human behavior. The practitioner can be an internal staff person if he or she processes experience and expertise in behavioral sciences and intervention technology of organization development. Practitioners are needed when an organization is
References: French, Wendell L., and Cecil H. Bell. Organizational Development: Behavioral Science Interventions for Organization. 5th ed. Englewood Cliffs, NJ: Prentice Hall, 1994. Fulmer, Robert M., and J. Bernard Keys. "A Conversation with Peter Senge: New Developments in Organizational Learning." Organizational Dynamics, autumn 1998. Ivancevich, John M., and Michael T. Matteson. Organizational Behavior and Management. 5th ed. New York: McGraw-Hill, 1998. Robbins, Stephen P. Organizational Behavior: Concepts, Controversies, and Applications. 8th ed. Upper Saddle River, NJ: Prentice Hall, 1998. Spector, B. (2012). Implementing Organizational Change: Theory Into Practice, 2/e VitalSource eBook for Herzing University (1st ed). Pearson Learning Solutions. Retrieved from http://online.vitalsource.com/books/9781256658061/id/ch02 Zemke, Ron. "Don 't Fix That Company!" Training, June 1999