Organizational Development Professional

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OrganizationalDevelopment Professional

Themodern organization operates in an extremely dynamic environment,with the ability to manage change being considered one of the mostcrucial assets for the firm as it improves the organization’seffectiveness (Khattak, 2015, p 153). The progressive businessenvironment offers a chance for conventional marketers to practiceindependently and strengthen their networks by embracing technologywhile at the same time countering the provocations of building linksand gaining the confidence of organizations


First,the major factors that affect a business are economy, expectations,demands of clients and customers, workforce diversification,advancement in technology, increased accessibility to information,and globalization (Burnes &amp Cooke, 2012, p 1396). The situationpresents an opportunity for OD professionals to offer their servicesin the readily available market. The individual only needs to carve aniche for themselves in the vast market.

Secondly,with advanced technology that has made the internet widely availableand accessible to a large number of potential clientele, a new ODprofessional is presented with a wide platform on which to advertiseor market their services (Burnes &amp Cooke, 2012, p 1399). LinkedInis one such professional social media platform that is available toprofessionals, where they can post their detailed profiles as theymake contacts with other potential contractors.Beinga new OD professional presents an individual with the opportunity tolearn from others who have been in the field longer. This would meanreducing the number of mistakes in searching for new clients, or inpresenting themselves to potential clients by carrying out necessaryresearch.

Conventionalmarketing channels also present new professional ODs with theopportunity to sell their services to potential clients. The methodsprovide more autonomy and freedom to the professionals in sellingtheir services. As a result, they are not limited to the kind ofinformation they can give out to the market, or their pricingmechanisms (Kozlenkova, 2015).


Inspite of the external pressure and the internal advantages associatedwith change, OD practitioners are faced with the challenge ofconvincing firms to exclusively buy into their ideas. As a result,the OD has to continually persuade firms that they require theirservices. Being a new practitioner, the individual may lack thenecessary convincing skills that are required in successfully winningclients. This makes gaining entry into the field a difficult process(Stephan, 2016, p 1250). Like many other consultancy careers,individuals who have been in the field longer gain a competitive edgeover new entrants due to referrals from former clients. New entrantsare, therefore, faced with the challenge of establishing themselvesin the field.

Inaddition, conventional marketing can be costly in terms of finances,time and resources. Creating and maintaining networks and generatingsome form of visibility in the firm is twice as hard for a newprofessional. Besides, professionals must articulately sell theircapabilities to the organization and outline the benefits that theorganization will receive from engaging them. This is reinforced byproving their credibility for the job using previous track record.Being a new professional presents the challenge that the candidatecannot prove their credibility based on previous track record sincethey haven’t worked before (Rafferty,Jimmieson &amp Armenakis, 2013, p157).

Inconclusion, the dynamic business environment provides a chance forconventional marketers to practice independently and create liaisonsby embracing technology while at the same time countering thechallenges of building networks and gaining the confidence oforganizations. OD professionals have an opportunity to exploit themarket oriented environment. However, there are shortcomingsemanating from domineering experts and the need to gain the trust ofdifferent enterprises.


Buick,F. (2015). Can Enhanced performance management support public sectorchange? Journalof Organizational Change Management.28 (2), 271- 289

Burnes,B. &amp Cooke, B. (2012).Review Article: The Past, present andfuture of organization development: Taking the long view. HumanRelations.65 (11), 1395-1429

Khattak,A.N. (2015). Organization Development through effective hiringsystem: A Phenomenological study of business organizations. TheJournal of Commerce.7 (4), 152-168

Kozlenkova,I.V. (2015). The role of marketing channels in supply chainmanagement. Journalof Retailing.91 (4) 586-609

Rafferty,A. E., Jimmieson, N. L., &ampArmenakis, A. A. (2013). Changereadiness: A multilevel review. Journalof Management.39(4) 110-135.

Stephan,U. (2016). Organizations driving positive change: A review and anintegrative framework of change processes. Journalof Management.42 (5) 1250-1281

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