Internal vs External Leadership Change

Topics: Organization development, Management, Change management Pages: 6 (2023 words) Published: July 8, 2013
Contents
1) Introduction2
2) Types of OD Practitioners2
3) Advantages and disadvantages of Internal/External3
OD Practitioners
3.1 Internal OD Practitioners3
3.1.1 Advantages of Internal OD Practitioners3
3.1.2 Disadvantages of Internal OD Practitioners4

3.2 External OD Practitioners4
3.2.1 Advantages of External OD Practitioners 4
3.2.2 Disadvantages of External OD Practitioners4

4) Criteria in choosing Internal or External OD Practitioners5 4.1 Type of change5
4.2 Time required6
4.3 Knowledge and skills required to implement change6
4.4 Political situation within the organisation6
5) Conclusion6
6) References8

1. Introduction
Organisational change occurs because there is a need for change and this need for change is due to the environmental changes around us. In order for organisations to be successful, they would have to adapt to the changes that are on-going and morph in order to keep up. It is under these pressures that companies are forced to downsize, re-engineer, flatten their structures, go global and even initiate more sophisticated technologies (Waddell, Cummings, & Worley, 2007). These days, it has become common to hear of the many challenges faced by organisations. The one change that has impacted organisations the most is the realisation that people, are the main competitive advantage an organisation can have (Ruona & Gibson, 2004). And therefore, in order to make changes, a leader is required; the leader, who is also known as the “Change agent”, can be anyone with the power or authority to implement and conduct the change process in an organization so as to help it achieve its objectives (Nelson & Quick, 2007).

2. Types of OD Practitioners
Basically, there are 3 different types of OD practitioners
1) Professional people that can be either internal or external consultants 2) People who specialised in the OD field
3) Top management who are proficient in OD and utilize it to their own work scope (Waddell et al., 2007)
All OD practitioners should have a mixture of personality and traits, experiences of all kinds and knowledge and skills (Yee, 2013). With these 3 different types of OD practitioners comes about the set of skills that they are required to have. Some basic skills in OD practitioners are leadership, project management, communication skills, problem-solving skills, inter-personal skills and personal skills (Brown & Harvey, 2006). 3. Advantages and Disadvantages of Internal/External OD Practitioner These days, internal OD practitioners usually found within the human resource (HR) department. There are five structural models to be taken into consideration: 1) Traditional, this is OD within HR.

2) Independent, which is a freestanding unit.
3) Integrated, which is every HR person an OD practitioner and vice versa. 4) Strategy, which is OD being an integral part of the strategic planning function. 5) Decentralized, which is part of a business or regional unit. (Burke, 2004).

4.1 Internal OD Practitioner
Internal OD Practitioners play a significant role in managing changes within. For example, Singapore Airlines, SIA has a straight organization structure with a wide span of control, which allows for freedom to build a more adjustable business which entitles people to create decision and to improve the jobs (Heracleous & Wirtz, 2009). SIA often looked for intelligent leader from within the organisation and they focus on their human resource.

4.2.1 Advantages of an Internal OD Practitioner
It is time-saving in identifying and understanding problems faced by the organisation as the internal OD Practitioner would have intimate knowledge of the organisation and its dynamics. They are also aware of the culture, informal practices and have access to a wide variety of information. In addition, they will be easily accepted by the staff members as they...

References: Black, S. (2004, may 11). 80% of 3m shareholders re-elect ceo mcnerney to board. Minneapolis St. Paul Business Journal. Retrieved from http://www.bizjournals.com/twincities/stories/2004/05/10/daily21.html?page=all
Bourgeois, L
Brown, D.R. and Harvey, D. (2006). An Experiential approach to Organisational Development.
Burke, W. W. (2004). Internal Organization Development Practitioners: Where Do They Belong? The Journal of Applied Behavioral Science, 40(4), 423-431.
Heracleous, L., & Wirtz, J. (2009). Strategy and organization at singapore airlines: Achieving sustainable advantage through dual strategy. Journal of Air Transport Management, 274-279.
Marks, M. L., Warrick, D. D., & Meeks, M. (2011). Should OD Be Taught to Undergraduates? Recommendations for Business Schools. Organization Development Journal, 29(1), 97-106.
Nelson, D. L., & Quick, J. C. (2007). Understanding organizational behavior. South-Western Pub.
Ruona, W. E. A. and Gibson, S. K. (2004), The making of twenty-first-century HR: An analysis of the convergence of HRM, HRD, and OD. Hum. Resour. Manage., 43: 49–66. doi: 10.1002/hrm.20002
Scott, B., & Hascall, J
Waldersee, R., Griffiths, A., & Lai, J. (2003). Predicting Organizational Change Success: Matching Organization Type, Change Type and Capabilities. Journal of Applied Management and Entrepreneurship, 8(1), 66-81.
Waddell, D., Cummings, T. G., & Worley, C. G. (2007). Organisation development & change. (3rd ed.). Australia: Cengage Learning.
Yee, F. (2013, June) The nature of planned change. Lecture present for OD HR module at Kaplan Singapore, Wilkie Edge Campus
Yee, F
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