Organizational development is an evidence-based approach that helps companies increase their capacity to become more effective by improving strategies, and processes. OD implies a systematic approach focused on the whole organizational system. The systematic process requires the implementation of OD tools at the stage of working with an external consultant as well as throughout all the further working processes. It means that those who are accountable for change in an organization should have a deep understanding of the OD change process.
There are many people involved in organizational development processes, but the main influence comes from those who are responsible for a change procedure in the company. The implementation cycle of OD instruments is quite long and consists of several parts – a problem being detected, analyzed, and new policies being implemented. (Warrick, 2017). At all of these stages internal control is carried out by the company’s change expert and the external consultant. (Aslam, Mugadas, Imran, 2018). “A skilled third party works with individuals and groups to help them learn about human and social processes and learn to solve problems that stem from process events” (French & Bell, 1999). The process’s aim is to identify and eliminate any issues following the company’s goal.
An external consultant leads the processes in this cycle, but in addition to establishing work procedures, he also shows a scheme for resolving arising issues. That scheme should be analyzed by the person the company’s change expert because he or she will have to develop further processes, which may require modification of the system in a particular area of operation. Therefore, all of this processual knowledge is essential for a change specialist.
References
Aslam, U., Muqadas, F., Imran, M.K. (2018). Exploring the sources and role of knowledge sharing to overcome the challenges of organizational change implementation. International Journal of Organizational Analysis, 26(3), 567-581.
Warrick, D.D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404. Web.
French, W. L., & Bell, C. H. (1999). Organization Development: Behavioral Science Interventions for Organization Improvement. Pearson College Division.
Appendix A
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Begin each appendix on a new page with the word “Appendix” at the top center. Use an identifying capital letter (e.g., Appendix A, Appendix B, etc.) if you have more than one appendix. If you are referring to more than one appendix in your text, use the plural appendices (APA only).
Label tables and figures in the appendix as you would in the text of your manuscript, using the letter A before the number to clarify that the table or figure belongs to the appendix.
Appendix B
Demographic Information for Cummings et al. (2002)’s Review.
If an appendix consists entirely of a table or figure, the title of the table or figure should serve as the title of the appendix.