What unique challenges if any do OD practitioners face when dealing with a public sector intervention rather than a private sector one? Explain thoroughly.Certain concepts of organizational development are common to all organizations, such as the idea that people function differently in groups and the need to motivate individuals to perform their essential organizational functions with transformational as well as purely transactional rewards. But not all organizations are created alike. It is important for organizational development (OD) practitioners to keep this in mind when assisting organizations in the public versus private sector. Public sector entities are not constructed to make a profit but, as their name suggests, exist to serve the needs of the public. They have different accountability structures and often have very different organizational cultures.
In fact, according to Stupak & Moore (1987), one of the first challenges of any organizational development practitioner dealing with a public entity is the cultural obstacles they will encounter, namely that public sector organizations do not have continuous improvement and OD theory as part of their inherent worldviews. Bureaucracy rather than what will be more efficient often dictates policy. Government regulations may limit what practitioners can accomplishment,...
Businesses constantly face the need to update, the need to innovate. With these businesses come its leaders who feel the same bombardment at all levels. The speed at which change arises causes the lifecycles of typical businesses and the products they sell to last just a short time unless they learn to successfully adapt. As Keen (2000), explains: "Change is seen as necessary merely to survive; transformation is required to
The theory sees human organizational behaviors and conceptions culturally bound, rather than natural, unlike advocates of systems theory. Systems theory has been more influenced by sociology and linguistics than the natural sciences. Analyzing symbolic interpretations may be more useful in organizations serving diverse populations: if a public health organization wants to alleviate the prevalence of diabetes in an area, it is not enough to more effectively disseminate information through the
With this approach, consultation psychology focuses on the issues of the group as a whole and therefore typically uses group discussions, interviews and observations as opposed to singling out specific individuals. The result is that, by using consultation psychology in the field of industrial and organizational psychology, the focus is on the group and the roles the individuals who make up the group play. With this focus, industrial and
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
Leadership in Organizations Transformational Leadership in the 21st Century It is often said a manager is what one does, and a leader is who one is. Leadership theorists, experts and practitioners agree that leadership, especially the turbulent 21st century, is more driven by unanticipated change that strict, formal execution. Leaders who are effective today have the ability to keep their organizations agile, goal-focused and moving forward to attaining challenging objectives despite
Kurt Lewin. The influence of his theories on the field of psychology and obstacles faced by social psychologists are also dealt with. Lastly, a personal evaluation of how Lewin's theories may be applicable to daily life is included. The paper discusses and reviews all theories founded and furthered by Lewin in his career as psychologist and researcher. It allows scope for assessment and criticism, followed by response. Theorist Kurt Lewin
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