Essays on Organization Development and Problem Resolution Essay

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The paper 'Organization Development and Problem Resolution' is a good example of a Management Essay. The market for consultancy has experienced extensive growth to meet global demand for executive services. Business training schools have traditionally played a major role in the provision of such services. However, in recent times multidisciplinary consultants have emerged to render problem-solving services to organizations (McGee). Consultancy can be defined as outside activity mend to structure decision making in organizations, by addressing interrelationship problems that hinder progress in organization through testing, coordination, and problem-solving. Meredith Belbin developed an excellent process of decision-making based on team theory (Prichard 652-665). Belbin team theory by definition is the consultancy intervention that brings a change in organizations.

However, most consultancy and management theories are designed for organizations with the hierarchal management system. In this setup, the efforts of a worker are directed to production by performing standard tasks while leaders or managers basically make decisions and in most organizations workers are separated from leaders (Belbin). The models of leadership in such set up have a direct disadvantage to problem resolution. Belbin’ s theory experimented on real teams for over 10 years on how to initiate changes in organizations.

It was realized that for the process to be successful there is a need for guiding principles to predict outcomes in organizational development (Belbin). In most firms, high potential management and leadership require adherence to key consultancy theories and models that are geared towards building strategic, change, management, and leadership capabilities in line with the widening international economic dynamics. Productions in firms depend majorly on outside executive consultancy services to manage sensitive and progress hindrance issues and also in the formulation of policies to bring change in the organizations (Burnes).

The main reason is that some problems that require certain services have a limited time occurrence and would not be cost-effective to train in-house senior executives. An alternative reason is that consultants have a wide experience in problem-solving because they have handled a variety of tasks in different firms and economic sectors. These means consultants are up to date with questions on practices in the industry, technology, and information due to demands for their specialized skills and knowledge (Thomas). For this reason, most successful firms currently have adopted neo-institutionalist theory and perspectives for the outsourcing of purchases and organization services rather than sticking to the training of technical competency in house.

This has further driven an increase in demand for consultancy services because of organizations isomorphism since they do not wish to be left behind or just to level the competition with other organizations (Belbin). This essay outlines a student reflection and practice of consultancy on designing approaches that initiate successful changes in organizational development. Individual and group work is the key process in the application of a consultancy model in structuring and running a project to bring change in a general organization scenario.

First contact and presentation of proposal for change in an organization determine the outcome in terms of client reactions. Theories and principles of consultancy were applied effectively in negotiation and handling of client resistance (Belbin). The first contact with the client during consultancy had the following expectations, either to get negative, honest, true, genuine, real responses or indifferent but positive reaction. This resistance in flawless consulting can be defined as a masked, misleading, negative, and dishonest feedback reaction from client.

The strange reaction of the client during consulting was identified to carry underlying issues which are known as shadow issues. The hidden feelings or thoughts may not have been part of the discussion but vital tools to be applied in further processes to initiate change in the organization (Burnes).

Works cited

Burnes, B. Managing Change. 4th ed. Harlow: FT Prentice Hall, 2004.

Cope, M. Seven Cs of Consulting. 2nd ed. Harlow: FT Prentice Hall, 2003.

McGee, and Kitchen, S. The consulting Industry in the New World of Information. Warwick business School, 2000.

Belbin, Meredith. Management Teams: Why They Succeed or Fail. Haltstead press, 1981.

Kotter, J. Leading Change: Why transformation efforts fail. Harvard Business Review. March – April, 1995.

Thomas, F. High performance Consulting Skills: The Internal Consultant’s Guide to Value-Added performance. Thorogood publishing, London, 2003.

Prichard, JS, and Neville A. Testing Belbin’s team role theory of effective groups. Journal of management Development. MCP UP, 18. 8 (1999): 652- 665

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