The function of Organizational Development Consultants (ODCs) is diversified. With the specialized knowledge they often have, they can portray an in-depth understanding of a given firm and offer appropriate assistance. In most cases, they provide goal-oriented and independent advice to enterprises to outline and improve resource utilization. Specifically, their specialization gives them the ability to gather data, evaluate it, and accrue viable information out of it. ODCs often get involved in finding solutions ailing an organization through acting in various styles best suiting the scenario and working in different roles as per the situation.
First, ODCs analyse the company to offer chances for improvement while taking a look at objectives. In the process, they work to study the firm’s structure, evaluate the efficiency of operations, and interview different employees and managers at various levels. Also, an assessment is done to ascertain skills. Notably, they offer aid in getting the right skill for a particular job and place to adapt to ever-evolving strategies ( Bierema, 2014) . The second role is reporting. ODCs incorporate findings touching on weaknesses and strengths in a firm. Third, they offer recommendations and review the same with senior management. As a result, they provide appropriate advice to the team on the right way forward to adopt the proposed changes. If there is a need, ODCs may recommend the inclusion of technology to attain essential skills. Last, ODCs may get involved in the implementation process while some may leave it to the management. Those who help manage the process work to overcome inevitable obstacles and even plan training programs.
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In consideration of styles, there are over five distinct ones. First, stabilizer style is neither concentrated on effectiveness nor satisfaction of the participants. The practitioner tries to maintain a low profile here regardless of pressers. It is in contradiction to analyzer style where the emphasis is put on the efficiency of the firm and less on employee’s satisfaction ( Nevis, 2013) . However, the analyzer is very comfortable and aids in solving problems. Third, cheerleader style stipulates that much emphasis is concentrated on organizational members and it delves on motivation and morale. In brief, it is concerned with fostering a healthy relationship in the enterprise. On the other hand, the fourth style-pathfinder-puts the focus on the firm’s performance by considering performance-related processes, which may entail problem-solving, member’s purposes, and others. Last, persuader style delves on effectiveness, morale, and dimensions. It offers a low-risk type of strategy to organization and aids firms from getting into direct clashes with others.
In my situation, I would go for pathfinder style. Being a consultant is a dream job. At the same time, while carefully evaluating my strength and weaknesses, I see that working hand-in-hand with the firm to find a solution, identify the process of importance, and determine roles of members fits my quest for success ( Hillebrand, & Ortner, 2016). Further, it improves the productivity of an enterprise much higher than other styles. In further analysis of this type of style, it focuses on essentials required for the success of a company; communication, norms and growth, leadership and authority, roles of member groups, and competition.
In summary, the role of an ODC is crucial since it correlates to the success of a business. The roles of ODCs entail analysis of an enterprise, reporting the findings, offering recommendations, and involvement in the implementation process. Consultancy styles include stabilizer, cheerleader, analyzer, persuader, and pathfinder. Of the five aforementioned, I advocate for the pathfinder as the best suiting since one would be engaged in the actual process of making progressive changes to problems in an organization.
References
Bierema, L. L. (2014). Organization development: An action research approach . Bridgepoint Education.
Hillebrand, M., & Ortner, J. (2016). Systemic Consultancy in Organisations: Concepts–Tools–Innovations . Carl-Auer Verlag.
Nevis, E. C. (2013). Organizational consulting: A Gestalt approach . Gestalt Press.
