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What are important considerations for external and internal organizational consultation?
Primary considerations for both external and internal organizational consultants include needs assessments, analysis of structural and environmental threats and opportunities, and considerations of employee engagement, motivation, education, and training. In fact, internal and external organizational consultants often provide the “same portfolio of services,” and yet each will have different considerations to address in their performance assessments and strategies (Phillips, Trotter & Phillips, 2015, p. 1). The consultant ultimately needs to actively listen to their clients’ (or employers’) concerns, rather than take a one-size-fits-all approach to organizational strategy and development.
Consultants, even when they are internal to the organization, do not necessarily spearhead revolutionary changes as they would in a position of leadership. Instead, the consultant assumes more of a servant leadership perspective in which personal views, needs, and opinions are overshadowed by the organization’s mission and vision. Conflicts could arise when the organization’s mission and vision are complicated by disparate voices and views within senior management. In cases like these, the consultant needs to identify various options and present those to leaders who then take the initiative to make changes to align practices with goals. Internal and external consultants...
To be “vital to an organization,” as they should be, consultants listen to multiple stakeholders and apply creative and critical thinking to advising and teaching (Phillips, Trotter & Phillips, 2015, p. 1). Deciding on a course of action or strategy will also involve adopting commutations strategies that suit the situation.
With this approach, consultation psychology focuses on the issues of the group as a whole and therefore typically uses group discussions, interviews and observations as opposed to singling out specific individuals. The result is that, by using consultation psychology in the field of industrial and organizational psychology, the focus is on the group and the roles the individuals who make up the group play. With this focus, industrial and
Introduction An intervention of change and development within an organization is a sequence of practices, activities, and occurrences purposed to aid the entity in enhancing its performance and efficacy. The design of such an intervention emanated from prudent analysis and is directed to resolve distinctive issues and to augment certain operational areas within the organization ascertained in the analysis. The purpose of this paper is to serve a synopsis of the
This led to an entirely new, and often less manageable, organizational structure becoming more prevalent in Accenture. As a result of the individualized intervention not completely working, Accenture focused on re-defining teams based on the customer groups they served. This was different than industry-based vertical practice segments including banking, manufacturing, or services and instead sought to re-define knowledge workflows based on customer centricity. The use of business process management
In terms of the organizational development style to be used throughout the change process, this should best be the pathfinder style. Despite the complexity of this approach, fact remains that it combines the benefits of other styles, while reducing their limitations. The pathfinder style virtually focuses on both high levels of organizational effectiveness, as well as high levels of member satisfaction (Harvey and Brown, 2001). This means that the approach
Organizational Development: Driving Change In the 1960's, Organizational development (OD) emerged as a field identifiable with survey research, action research, T-groups, open system theory, humanistic psychology, building team and channeling process consultation. The methods and ideas have thus broadened and enriched its range and approach. Since the 80's, these methods and ideas have converged in a form of OD which begs to vary from the OD of the 60's in both
Organizational Assessment as Impetus for Change at a Vet Center Organizational Assessment as an Impetus for Change at a Vet Center Organizational Context. Every type of organization has, or should have, as a major goal, the need to optimize the productivity of its human resources (Farr, Schuler & Smith, 1993). One organization that has recently assumed critical importance in the U.S. is the Department of Veterans Affairs (VA). Today, the VA is