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IT IS VERY IMPORTANT TO READ THE INSTRUCTIONS!!! THIS IS DOCTORAL WORK. Turnitin and Waypoint are being used to check for plagiarism, and please use APA format. Please pay close attention I NEED...

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INSTRUCTIONS!!! THIS IS DOCTORAL WORK. Turnitin and Waypoint are being used to check for plagiarism, and please use APA format. Please pay close attention I NEED INSTRUCTIONS TO BE READ THROUGHLY AND FOLLOWED, to plagiarism, it's not tolerated. make sure to use in-text citations demonstrating that I am citing my references. Please do not use fake references, this instructor will check, and this instructor will check Please keep plagiarism under! 0% or lower. VERY IMPORTANT. Let’s make sure all questions are covered and answered.

Answered 2 days After Jan 31, 2024


Dipali answered on Feb 02 2024
17 Votes
Table of contents
Introduction    3
History of Organization Development    3
ent Process of Organization Development    5
ent Role of the Organization Development Consultant    6
Possible Change Problems in the Future    8
Future vs. Cu
ent Change Problems    9
Key Skills for Future OD Consultants    10
Evaluation of the Future Role of OD Consultants    11
Conclusion    12
References    13
Organisation development, or OD, has come a long way, closely entwined with the ever-changing te
ain of organisational progress. This essay examines the historical fa
ic of OD, focusing on significant turning points, ideas, and figures that have influenced the field's development. Since change is still what drives OD processes, it is crucial to critically assess its past in order to comprehend the foundations of its cu
ent state. In modern organisational settings, the OD process is essential for guiding entities through periods of transformation. This essay aims to analyse the cu
ent approaches and procedures that support organisational development (OD), highlighting its applicability and significance in today's business settings. Analysing the role played by OD consultants and analysing their duties, abilities, and roles in promoting efficiency and organisational transformation is a crucial part of this investigation.
However, the organisational environment is a dynamic canvas that is always changing,
inging with it fresh possibilities and problems. Organisations must strategically anticipate and manage future change issues, which call for a proactive approach to OD. This research attempts to predict future obstacles by comparing them to existing situations and considering the special set of abilities that OD consultants may require to traverse the unknown future. This investigation aims to analyse the present situation of OD, piece together its complex history, and predict how OD will contribute to the development of robust, flexible, and successful organisations in the future.
History of Organization Development
The fascinating story of Organisation Development's (OD) history takes place in the context of changing organisational theories and the ever-changing demands of the commercial world. When it became clear that traditional management and hierarchical structures were insufficient to handle the increasing complexity inside organisations, organisational dynamics emerged in the middle of the 20th century, giving rise to OD. Kurt Lewin, who is frequently regarded as the father of group dynamics and action research, is credited with one of the pivotal events in the history of OD. Lewin's work from the 1940s, which emphasised teamwork, feedback, and a methodical approach to organisational transformation, served as the foundation for the OD process. Building on this framework, the 1950s and 1960s saw the development of socio-technical systems theory and the organisational application of behavioural science concepts.
OD as a unique field saw substantial growth in the 1970s as researchers and practitioners experimented with different models and frameworks. The Human Relations Movement, which concentrated on the influence of social and psychological elements on organisational behaviour, and the Open Systems Theory, which saw organisations as dynamic entities interacting with their external contexts, is two notable contributions from this era. There was an increase in OD interventions and a move towards more collaborative and participatory methods in the 1980s and 1990s. By highlighting the importance of group dynamics and the psychological dimensions of organisational transformation, the Tavistock Institute in the United Kingdom, for example, made a substantial contribution to the field of organisational dynamics. Simultaneously, the Appreciative Inquiry paradigm gained traction, emphasising strengths rather than faults within an organisation. The history of OD in the twenty-first century has been marked by its ongoing development to meet the challenges of globalisation, technological innovation, and shifting labour force composition. The modern OD environment is being shaped by the incorporation of digital technology, the emergence of virtual teams, and the focus on organisational agility. Examining the complex history of organisational development (OD) reveals how closely its development is tied to the dynamically shifting organisational environment, highlighting the necessity of ongoing innovation and adaptation in the quest for organisational excellence.
ent Process of Organization Development
The goal of the complex and dynamic Organisation Development (OD) process today is to improve organisational effectiveness, agility, and adaptability in the face of fast change. Since its inception, OD has developed in the twenty-first century, em
acing a variety of approaches and techniques to tackle the complex issues that contemporary businesses face. Modern OD procedures frequently begin with a comprehensive evaluation of an organization's existing condition using a range of diagnostic instruments and questionnaires. The goal of this diagnostic phase is to pinpoint issues that need to be improved, whether they are related to leadership effectiveness, team dynamics, communication, or organisational culture as a whole. Prior to developing solutions, the focus is on developing a thorough understanding of the organisational environment.
Participation and collaboration are still essential components of the modern OD process. Modern OD, in contrast to conventional top-down methods, understands the value of incorporating staff members at all levels. In addition to encouraging a sense of dedication and responsibility, this participative strategy makes use of the workforce's collective intellect. Focus groups, workshops, and surveys are frequently used to get input and involvement from employees; these methods yield insightful data that helps create solutions. The present OD environment...

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