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Competencies of an effective OD practitioner - Organizational Change and Development - Manu Melwin Joy
- 1. Competencies of an Effective OD Practitioner
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 3. Foundation Competencies • Organization Behavior – Organization Culture – Work Design – Interpersonal Relations – Power and Politics – Leadership – Goal-Setting – Conflict – Ethics
- 4. • Individual Psychology – Learning theory – Motivation theory – Perception theory • Group Dynamics – Roles – Communication Processes – Decision-Making Processes – Stages of Group Development – Leadership Foundation Competencies
- 5. • Management and Organization Theory – Planning, organizing, leading, and controlling – Problem solving and decision making – Systems theory – Contingency theory – Organization structure – Characteristics of environment and technology – Models of organization and system Foundation Competencies
- 6. • Research Methods / Statistics – Measures of central tendency – Measures of dispersion – Basic sampling theory – Basic experimental design – Sample inferential statistics • Comparative Cultural Perspectives – Dimensions of natural culture – Dimensions of industry culture – Systems implications Foundation Competencies
- 7. • Functional Knowledge of Business – Interpersonal communication – Collaboration / working together – Problem solving – Using new technology – Conceptualizing – Project management – Present / education / coach Foundation Competencies
- 8. Core Competencies • Organization design • Organization research • System dynamics • History of organization • Theories and models for change
- 9. Competencies of an Effective OD Practitioner SKILLS
- 10. Core Competencies • Managing the consulting process • Analysis/diagnosis • Designing/choosing appropriate, relevant interventions • Facilitation and process consultation • Developing client capability • Evaluating organization change
- 11. Client vs. Consultant Knowledge Plans Implementation Recommends/prescribes Proposes criteria Feeds back data Probes and gathers data Clarifies and interprets Listens and reflects Refuses to become involved Use of Consultant’s Knowledge and Experience Use of Client’s Knowledge and Experience