Strategies of an Organizational Development Consultant

OD Consultant  

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An organization that sometimes in need of advice or change seeks the help of an organizational development consultant. ODC can influence an organization or firm with their knowledge and skills, but they don’t make the ultimate decisions on what way the organization should continue to function. ODC help to identify areas of distress by diagnosing the issues or concerns about the organization. There is a list of accomplishments from an ODC and the type of client that request services from the OD consultant that will likely influence the type of output that will benefit the establishment. Overall, I will compare and contrast the roles and styles of an ODC and explain the role and style that would best fit you as an ODC.

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An organizational Development consultant can be internal and external. Cheung states “[ODC] should develop relationships with peers and professionals with whom to check perspectives, talk through challenges and strategies, and align values and practices” (Cheing, 2012). “[internal] OD consultant can be a permanent member of the organization who facilitates OD, whether or not that is their sole or primary responsibility in the firm”, according to Bierema (2014). Internal OD consultants may not be so objective or have obstacles because the consultant it is an indefinite member of the organization. On the other hand, “[external] OD consultant can be hired by a firm to help identify areas of distress that may involve employee team building, the way processes/systems are being implemented or the overall effectiveness of the organization itself”, according to Bierema (2014). External OD consultant has the ability to take high risk and have a neutral objective viewpoint of the organization. All in all, OD consultants are classified by the type of relationship an internal consultant has verse external consultant have with an organization or firm.

There are four styles of consulting: Acceptant, Catalytic, Confrontational and Prescriptive. First, acceptant style which is used when the client’s feelings and emotions are preventing them from dealing with the problem logically. That is to say, the key to an acceptant style approach is that internal consultant or external consultant must use empathic listening and support on their client (s). Namely, to help their client(s) to acknowledge and deal with their feelings that are blocking progress within the organization or firm. Second, catalytic style is where the internal consultant and external consultant can help the client with the following: to clarify their understanding of the problem and do a thorough diagnosis. But, before the internal consultant or external consultant can help their client move on to next problem, they must examine all possible options and then making a decision to which the client would be willing to commit un the end. Third, confrontational style is sometimes the internal consultant or external consultant that sometimes acknowledge that the client is part of the problem. Both internal consultant and external consultant may see it necessary to point out that there is an inconsistency between what the client says, do and what the organization are actually doing. Fourth, prescriptive style is when an internal consultant or external consultant work prescriptively and will listen to the clients of the following: to understand the problem, do a thorough diagnosis, and offer the client a solution or recommendation to implement within the organization.  Overall, both internal consultant and external consultant uses these four styles of consulting to help their client(s) to progress their solution or recommendation within the organization or firm more smoothly.

The three common consulting roles in consulting are the following: expert, pair-of-hands, and collaborator.  Ed Schein was the Master of Organizational Development and popularized it in the 1960. First, expert is when the client contacts request, questions or issue the internal or external consultant expertise to solve immediate problem in the organization. Sometimes the internal consultant or external consultant recommendations to the client(s) doesn’t work out, consequently, their recommendations will be very limited, reputations may be damaged or be a scapegoat. Second, the pair-of-hands is when the internal consultant or external consultant mindlessly follows their client(s) instructions because the client(s) want to control and manage the project’s direction. Therefore, the internal consultant or external consultant doesn’t have the opportunity to use their expertise and experience in effect of being undermined by their client(s). Collaborator is when the internal consultant or external consultant partners with the client(s) to understand the problem and implement the solution in the organization or firm. Moreover, the client(s) and consultant (i.e. internal or external) are limited to a one-way direction. And the client(s) plays the role of judge which is to oversees the execution closely. In essence, both internal consultant and external consultant uses these three common consulting roles in terms of “The Client-To-Consultant Relationship” to understand their limitations and expectations they have in consulting.

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By comparing and contracting these and explaining the roles and styles of an Organization Development Consultant that would best fit me as an ODC is hard to choose. But I have found that a collaborator role would best fit me because a consultant (i.e. internal and external) can partners with the client(s) to understand the problem and implement the solution in the organization more successful. In addition, the styles that best fit me the best would acceptant style. Because I tend to play more of the supportive role while using active listening to solve problems with an unbiased approach. By large, comparing and contrasting the three common consulting roles and the four styles of an ODC and I explained that the collaborator role and acceptant style that would best fit me as an ODC.


Bierema, L. (2014).  An Introduction to Organizational Development. San Diego, CA: Bridgepoint Education, Inc.

Cheung-Judge, M. (2012). The Self as an Instrument: A Cornerstone for the Future of OD. OD Practitioner, 44(2), 42-47.

Business Analysis and Systems Recommendation Report of Technology Consultant

Maryland Technology Consultant, Inc.

Business Analysis and Systems Recommendation Report


Maryland Technology Consultants, Inc. (MTC) is an Information Technology consulting firm with its headquarters located in Baltimore Maryland. MTC was founded in May 2008 by its Chief Executive Officer (CEO) Samuel Johnson. The firm has a current employee roster of three hundred fifty employees and with gross revenue of ninety-five million dollars annually. MTC, along with the Baltimore office, incorporates two satellite offices in Bethesda, Maryland and Herndon, Virginia.

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MTC’s intends to expand its client base from midsize businesses and governmental contracts into the global marketplace. With aspirations of expansion into international markets, MTC identifies its need to increase personnel. With the inception of two large, recently acquired contracts, MTC foresees need of an additional seventy five (75) new employees. The current manual hiring process is a concern and has been identified by Chief Information Officer (CIO), Raj Patel, as a major issue that needs be addressed in a relatively short period of time. Mr. Patel has suggested the firm implement Software as a Service (SaaS) to tackle current process issues as a means to streamline future hires.  Also noted were desires to implement improvements in mobile computing, communication between departments regarding new employee processing, and a secure infrastructure for client data storage.

Strategic Use of Technology


Organizational Strategy


Maryland Technology Consultants (MTC) strives to provide the highly skilled consultants and consulting services to its varied client base. The organization’s future depends on the rapid hiring of highly skilled future employees, both locally as well as internationally. It is imperative MTC chooses a software suite that will streamline hiring, assist with overall decision making while staying within budgetary and organizational mission goals.

  The Maryland Technology Consultants (MTC) Senior Management Team expresses a must that MTC maintains its reputation and commitment to delivering the level of service his clients have grown to expect. The main objectives are to quickly obtain a talented staff affording expansion regionally as well as globally, without compromise to security, mobile compatibility or the needs of future growth. introducing cost efficient technology will provide a vital overhaul to MTC’s hiring procedures, allowing for human resource recruiter and payroll personnel to perform duties more efficiently while remaining able to operate the corporation reliably for a dynamic workforce. An improved data management system that can adapt to the changing organization, be user friendly and provide seamless network integration would put MTC’s recruitment department on par with its counterparts and increase its competitive advantage; equipping human resources with the proper tool(s) to identify highly competent employees in less time and effectually achieve organizational growth efforts

Competitive Advantage

 Maryland Technology Consultants (MTC) could increase their completive advantage by implementing the technology in a strategic manner. An updated recruitment utilizing keyword screening coupled with an On Boarding system would streamline the employment process,  potentially make the acquisition of new contracts easier and could increase profit as well as increase employee/employer relationships. By streamlining the hiring process and attain the most qualified individuals, would ensure MTC’s ability to expand its workforce would fall in line with the desire to manage a greater client load. It would also simplify the duties while affording better time management for the recruitment and hiring staff.  By implementing efficient changes to its hiring and data management systems, MTC can increase their competitive advantage exponentially.     

Strategic Objectives

          Maryland Technology Consultants (MTC) strategic objective should be to streamline its hiring process allowing them to identify the proper human capital based on future business need. Implementing a modernized hiring process, MTC will be maximize its efforts while scaling back of expended man hours during its hiring practices. By finding the right employees in minimal time, MTC will be able to meet it growth potential goals and maintain its competitive advantage.

Strategic Goal

 (from case study)


(clear, measurable and time-bound)


(2-3 sentences)

Increase MTC Business Development by winning new contracts in the areas of IT Consulting

Rapidly hire additional workfoce

The New system would allow MTC the ability to recruit and hire the talent needed to meet contract requirements. Previous practices made process slow and tedious, resulting in loss to competitors.

Build a cadre of consultants internationally to provide remote research and analysis support to MTC’s onsite teams in the U. S.

Increase international recruiting efforts and employ 5 research analysts in the next 12 months.

The new hiring system would allow applicants from around the world to apply online, increasing the number of international applicants.  It would enable the recruiters to carefully monitor the applications for these positions, identify the necessary research and analysis skills needed, and screen resumes for these key skills.   Recruiters could quickly view the number of applicants and identify when additional recruiting efforts are needed to meet the objective.

Continue to increase MTC’s ability to quickly provide high quality consultants to awarded contracts to best serve the clients’ needs

Utilize aggregated data from employee applications to determine level of expertise

The new hiring system would utilize keyword searching. This would  determine employee capabilities to fulfill specific task requirements

Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its reputation for having IT consultants who are highly skilled in leading edge technologies and innovative solutions for its clients

Ensure less likelihood of losing potential employees to competitors

The new system would pinpoint employee strengths and weakness quicker and more efficiently that the pervious method through use of keyword data search.

Decision Making

          We will discuss the strategic use of technology for employing new candidates at Maryland Technology Consultants (MTC). MTC is a competitive Information Technology consulting company that requires management and IT strategies to achieve measureable results for its clients. MTC’s longevity and prosperity depends on its flexibility and accuracy in candidate identification to be delivered through a streamlined hiring process. “Decisions made at companies without any strategic planning process are twice as likely to have generated extremely poor results.” (Massimo , Lovallo, & Viguerie, 2009)

 The decision making process is critical, but it is only one of many factors we must explore in the strategic use of technology. The roles and responsibilities in the decision making process for MTC shall be presented in the chart below:


Level as defined in IS Course Reading

Example of Possible Decision Supported by Hiring System

Example of Information the Hiring System Could Provide to Support Your Example Decision

Senior/Executive Managers

(Decisions made by the CEO and the CFO at MTC supported by the hiring system.)


Number of employees needed to grow organization.

Increase in contracts/customer base

Middle Managers

(Decisions made by the Director of HR and the Manager of Recruiting supported by the hiring system.)


Employee work position- intern vs. project manager

 Employee certifications, education &/or experience

Operational Managers

(Decisions made by the line managers in the organization who are hiring for their projects

supported by the hiring system.)


Contract/project assignments

employee knowledge base


Advantages and disadvantages of consultant office

An office generally a room which provide a space which business, clerical, or professional activities are conducted. An office building, also known as office block is a form of commercial building which contained spaces mainly designated to be used for offices purposed. This study will focuses on the consultancy office. Consultancy office is a service industry that giving expert advice in a particular field such as a business management consultancy to their clients. Consultancy office such as accountant office, lawyer office and others are important for businessman nowadays. The consultant is expert in a specific field and has a wide knowledge of the subject matters so that they can provide their client with much useful and knowledgeable opinion regarding to the related field.

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There are two types of office in the property market such purpose built office buildings and shop-offices. Purpose built office buildings are generally high-rise building with more than ten storeys and the building was purely used for offices purposed. Whereas the shop-offices generally low-rise buildings with two or three storey. It is a row of buildings in which separate shop-offices are linked together and it is tenant mix. The ground floor is used for the business such auto workshop and others, and for the upper floors is used for the office purposes.
Shop-offices development was favorites by the office occupiers for last few years. It can be seen that the consultant office choose to be located in residential areas since last few years. The reason why they choose to rent for shop-offices in the residential as their work place is because of the rental price is much cheaper to compare to the purposed built office building. The office rental prices in prime building within the city’s business district have rise due to the limited supply of purpose built office building. Furthermore, there is also low maintenance fees due to shop-offices usually required minimum maintenance and management care. As the company would like to cut costs by downsizing and relocating to less expensive offices, there could be higher demand for offices outside the main commercial districts, like the shop-offices which is located in residential areas.
Problem Statements
The demand of office building in commercial district areas is on the rise. But there is scarcity of development land in Centre Business District (CBD) create the risen of office rental price in the CBD areas. Because of this, peoples nowadays choose to move out from the CBD and find an office building outside the CBD areas.
Normally, office buildings will be located in CBD. Because the CBD affords maximum accessibility through transport facilities for customers and employees and all the government offices, financial institution and retails are located within the CBD areas which is much more convenience for the officers to perform their work task.
Today, there is a lot of consultant office choose to be rented an office at shop-offices lot which is located in residential areas. In today landscape, an integration of residential and commercial has symbiotically merged as one entity. It was not just a live space but also a work space for the human beings. They choose to be located in residential area because of low rental price, low maintenance fees and maybe less noise that make by the vehicles.
There must bring some impact to the residents once the consultant office operated in residential areas. Residential areas should be a place which having privacy and safe for the residents. There would be more traffic volume in the residential area if the consultant office to be operated. And what the problem is whether the consultant office in residential area acceptable?
This study aims to examine the advantages and disadvantages of consultant office to be located in residential areas and also the problems faced by the both residents and office occupier in the selected residential areas and also to recommend some effectiveness measure to solve the problem that faced by the both party. This study will also aim to determine whether the consultant office is acceptable to be located in residential areas and is it the opportunities for consultant office to be located in residential areas.
Objectives of Study
There are three main objectives in this study:

To study the location theory of office development
To identify what is the advantages and disadvantages of consultant office in residential area for both selected residents and office occupiers in Petaling Jaya areas.
To determine the step to be taken in order to improve and solve the problem that faced by the both selected residents and office occupiers of the residential area and also the consultant office.

Scope of Study
The scope of this study focused on the selected consultant office which is located in Petaling Jaya’s residential areas in order to figure out what are the advantages and disadvantages of consultant office in residential areas and how is the impact to the both residents and office occupiers in the selected area.
The respondents of the questionnaire survey sheets are the residents of the selected residential area and the office occupiers of the selected consultant office in Petaling Jaya areas. Feedback from the both residents and office occupier can give some ideas that whether there is any advantages that is really benefit for the both party and whether there is any disadvantages that is really need to be improved.
All the relevant data related to this study are obtained through primary data and secondary data.
The primary data in this study will include of sampling, distribution of questionnaires and interviews. The respondents selected will be the both residents and office occupiers who are living in the selected residential area within Petaling Jaya areas through sampling.
For the interview sections, respondents are targeted to the office managers who are representatives of building owner’s point of view and also the residents who are live within the selected residential areas.
Through the responds from the questionnaires survey sheet, the advantages and disadvantages of consultant office in residential areas can be identified. Besides that, the problem face by the both party can also be identify.
The collection of secondary data will be done through references of relevant books, journal, newspaper articles, conference paper, magazines, newspaper and internet searching and other sources.
Structure of Study
This study consisted of five chapters. Brief descriptions of the chapters are as follows:-
Chapter 1
The chapter one will discuss on the introduction for the research. The first chapter is regarding the introduction of the study. This chapter consists of a simple introduction with a brief background of the study. Statement of problem, research objectives, scope of the study and methodology will be described in this chapter.
Chapter 2
Chapter two is discusses on the literature review about the research title. In this chapter, location theory of office, services and facilities, planning and office development, location choices of office, land-use decision and neighborhood concept of the residential areas will be discussed.
Chapter 3
Chapter three presents all the considerations related to the method and methodology that used in gathering the information needed. The combination of quantitative and qualitative research methods is used to carry out this study. Furthermore the sampling method, structure of questionnaire and interview guide is also discussed in this chapter. A discussion on respondents through interviews and questionnaires survey will also be included in this chapter.
Chapter 4
Chapter four showed the statistical analysis performed on the data obtained from the survey sheets done bye the both residents and office occupier. Besides that, the analysis on the advantages and disadvantages of consultant office in residential area and also the problem faced by both occupiers will also be carried out by studying the information that gathered through interviews and questionnaire survey sheets and also the secondary data. The research answers from different party will be compared.
Chapter 5
Chapter five is the discussion of the findings from the data obtained from the previous chapter. The conclusion and recommendations of this study will be discussed in this chapter. It gives an overview of the study along the implication of the study, suggestions and conclusion of the whole study. Some recommendations for the future study will also be included in this study.