Organizational development (OD) is a behavioral and interdisciplinary science approach that takes into consideration fields and disciplines such as business, sociology, organizational behavior, economics, public administration, management, counseling, business, anthropology, psychology and education (Yip & Lee, 2017, p. 55). OD involves a high degree of related functions that help a corporation to achieve a shared vision. It is a large and complex field that allows its professionals to adopt different contexts and a wide range of processes and methods to achieve the desired outcomes. OD is, therefore, a primarily behavioral and interdisciplinary scientific approach, an element that improves organizational effectiveness and inclusive change effort, cognizant to top management commitment, involvement and support, collaborative approach, and intervention with structured improvements (Ravichandran & Bano, 2016, p. 7). However, OD is not the same as change management since it fails to give a framework on how to deal with a dramatic change in an organization due to unplanned actions on the marketplace.
OD is a unique profession due to different dependent variables. First, it is characterized by advanced organizational renewal with all professionals working to achieve the desired outcome. Second, it engages organizational culture change to enhance profitability and competitiveness. Third, it is a profession that ensures the health and well-being of the organization, and employees are achieved as it facilitates learning and development. Employment fields are vast, and people gain knowledge and skills for personal growth. OD profession can increase effectiveness and improve their problem solving as since OD initiate and manage change, strengthen the system, and process improvement (Giancola, Heaney, Metzger & Whitman, 2016, p. 208). OD professionals are hired on a contract basis or get employed as external or internal consultants, and thus, considered to work on partnership without issues (Maes & Weldy, 2018, p. 21). Working collaboratively with other practice helps both professionals and organizations to meet the needs of clients based on differences in demographics.
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References
Giancola, J. K., Heaney, M. S., Metzger, A. J., & Whitman, B. (2016). An organizational- development approach to implementing mentoring partnerships: Best practices from physician programs. Consulting Psychology Journal: Practice and Research , 68 (3), 208.
Maes, J. D., & Weldy, T. G. (2018). Building Effective Virtual Teams: Expanding OD Research and Practice. Organization Development Journal , 36 (3).
Ravichandran, N., & Bano, R. (2016). A Review of Antecedents, Correlates and Consequences of HR Practices: A Conceptual Model of Organizational Development. IUP Journal of Organizational Behavior , 15 (4).
Yip, J. Y., & Lee, R. W. (2017). Knowledge elicitation practices for organizational development intervention. Knowledge Management Research & Practice , 15 (1), 54- 67.
