Evaluate Personal Competencies as an Organizational Development Practitioner


Introduction

Prahalad and Hamel (1982) describe the competencies of the organization as to an entity. Personal competence are referred to as employees’ core competence (Reagan, 1994). When discussing the competency of a successful manager, the competencies here are referred to as managerial competence. The managerial competencies are derived from the organizational competencies and thus shows that the personal competencies and organizational competence goes hand to hand to implement each other. Pickett (1998, p 112) says that “managerial competencies provide a sound basis for an effective performance management program. Using the information obtained during the review of competencies required by the job and those possessed by the person performing that job, an integrated process can be introduced linking competencies with the annual performance review program and the determination of objectives.” In organization development, the competencies are very essential. This competencies of a manager are the once that shape up the future of the organization. As a manager am supposed to get to know how to acq2uire the best competence to run the firm and make sure that each and every person recognizes the importance of the competencies of the manager. In this paper we discuss the competencies of an organization development which are interpersonal competence, self-management competence, general consultation skills and lastly the theory of the organization development.

Interpersonal skills.

In the organization, as a manager I interact with a lot of people from different people who are directly or indirectly linked with the organization. When interacting with all this people and also communicate with them, there is use of the skills of life. This help me to understand these people who are sometimes a group or individuals. By acquiring strong interpersonal skills have made it lots in both my personal life and also the organization. The interpersonal skills are communication skills, team working conflict resolution, problem solving and making decision, and negotiation, persuasion and influencing skills. As a manager to pursue, I ensure that what I communicate either verbal or non-verbal everybody understand it and what others say, I get them well even if the it is verbal or non-verbal.

Because of the strong interpersonal skills, the people that I supervise, they understand me well and thus they give the best they have learnt from me. I usually encourage them in daily bases by ensuring that every person is looked at his demand. It is said that, with a good interpersonal skills, there is perceiving of the calmness, confident, optimistic and charismatic. When I portrays these characteristics, the people that a supervising always feel that I am endearing to them. This built a lot of trust to them. It is very importance to make self-assessment of the interpersonal skills that as a manager I have.

The analysis of the SWOT help me in managing the interpersonal skills that I have as a manager. The first thing as a manager, I recognize my field which am strong with. The people I supervise they recognize me a market leader and strong in the team management. The next thing I recognize the weakness I have as a manager which affect both the direct participant in the organization or the indirect.  This includes the lack of the work experience, weak technical knowledge and weak skill. Therefore as a manager, you should improve on the weakness but not letting them overrule what you have planned to do. There are positive conditions which are external but you control them. These are referred to as the opportunities. For example, opportunities for professional development and advancement. This plan as a manager I do take advantage of them to do better in my field and deal with my competitor. And lastly n SWOT is the threats which are external condition which cannot be controlled but can be lessen to capture them in an organization.

General Consultation Skills

To discover the areas of development and current functioning of the organization, the OD first identifies the department and therefore as a practitioners you should know how to identify in a basic level. Also as a practitioners, you should have knowledge on how to employ organization members in identifying, assist them on how the rights question are put and how the information is gathered and analyzed. Being a manager, for instance, you suppose to work with other subordinates hand to hand so that you came identify the strengths and/or problems that a department or organization have. On the other hand, in gathering and analyzing the information, as a manager you should have the methods and the technique to use such as survey, interview, force-field analysis, distributions and statistical means. Wen diagnosing, as a manager you should have a skills on how the intervention is designed and executed by defining the action plan and able to acquire commitment to program. As you a manager, you should have skills on how to modify the situations of intervention by use of the data progress of the guide implementation change. For instance, as a manager you should work and corporate with subordinates to come up with interventions’ action steps. Therefore as a manager through participation, you are supposed to acquire the commitment of the subordinates, discuss with them on the progression and if there is any modification need should be done.

Self-Management competence

Organization development is a human craft even if there is sophistication of the field and the knowledge base growth. Being a practitioners you should always process data that is ambiguous and complex. Also you should come up with judgment that is informed which is importance to the issues of the organization. As a practitioner you are supposed to be self-centered so that you can recognize your own feeling, integrity, values and purpose so that ton have a responsible behavior when it comes to have relation with others. As an OD practitioner you should have a learning skills and reasonable balance midst your emotional and rational sides so that you can adopt everyday adjustment ad innovation in OD. You are supposed to know how to manage our own tress because OD practices leads to burnout due to high rate of stress.

Organizational Development Theory

The manager should have the organization development basic knowledge. Where there is change in plan, research model action, and contemporary approaches on management, as an OD practitioners you are supposed to appreciate. There are a various interventions that as a manager you should be conversant with. Also should be aware of the programs changes on the evaluating needs and institutionalizing.

Being an OD professional, a manager, or a specialist, you should recognize your roles in case of the evolving ground of the organization development in the area that you are related. As an OD practitioner your role is being more complex and changing. According to Ellen Fagenson and W. Warner, integration of the technology was the least OD skills that was practice while team development was the most activity of the OD that was practice and even today is practice. The other theorists also suggested the same result, and this was the reinforcement of it. As today OD practitioners you have knowledge on the leadership, structure, strategy, corporate culture, reward systems, client organization’s business and human resource development. There is no processing of the facilitators by the OD practitioners of today. The mainstream of the client organization, the role of today’s OD practitioners is a bit challenging compared to the past ones.

Conclusion

As an OD practitioner you should help employees on how to come up with own concepts, solutions and systems. Due to this, the employee makes sure that they have worked hard to attain the goals they set when making programs changes. Leadership, project management, communication, personal, interpersonal and problem solving are the skills that OD practitioners who are people oriented focuses on. Ability to tolerate ambiguity, conceptualize, influence, support and nature others, confront difficult issues, listen well and empathize, and teach are some of the key abilities to the effectiveness of the OD consultant. These abilities are acquired differently from each other. In some cases some are acquired through learning from others or being taught while others are acquired individually through basic temperament or personality which are different from one person to another.