University of Salford, Manchester

Organisational Development Programme (Module 1)

Available dates

Feb 10—12, 2020
3 days
Salford, United Kingdom
GBP 2994 ≈USD 4053
GBP 998 per day


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About the course

Delegates attending this programme will achieve the CMI Level 7 Certificate in Professional Consulting

The CMI Level 7 Qualifications in Professional Consulting (RQF) have been developed by Chartered Management Institute (CMI) in cooperation with the Institute of Consulting (IC). These qualifications are designed for Professional Consultants who want to develop their strategic skills with consulting such as organisational structure and culture, entry and diagnosis, communicating strategies for consulting and group dynamics and facilitating skills.

This qualification will ideally suit professional consultants, managers with an internal consultancy focus, HR Business Partners, and senior leaders who wish to develop their Organisational Development skillset and personal influence in the business.

Module 1 takes place over 3 consecutive days. You will then have a few months off to complete the assessment and Module 2 will then take place over 2 consecutive days.


This programme has been specially developed for practicing or aspiring Organisational Development consultants. Our learners may be external consultants, working with a variety of organisations, or employees who will be consulting within their own company. On successful completion, delegates will be awarded with the Level 7 Certificate in Professional Consulting from the Chartered Management Institute (17 M Level Credits).

Delivered by practicing professionals, this level 7 programme has been developed for consultants who will be advising individuals or teams at the senior, strategic level.

Core Modules

  • Module 1: Organisational structure and culture (3 days)
  • Module 2: Tools and techniques for effective consulting (2 days)

Overview of Content

Module 1 Learning outcomes:

  • Apply a range of models and paradigms to identify and establish the nature of an organisation’s culture.
  • Appropriately select a diagnostic method that will suit the organisational culture and the problems that have been identified.
  • Conduct a cultural audit or ‘health check’, and analyse the findings to identify threats and opportunities.
  • Clarify Vision, Mission and Values, and explore espoused and real organisational values.
  • Evaluate organisational behaviour; what is valued and rewarded, and the impact of these decisions.
  • Reflect upon the politics and sensitivities within organisational cultures, and manage these effectively.
  • Conduct a stakeholder analysis, and identify the influence and needs of key stakeholders within a project.
  • Identify change (and the drivers for change), and advise on effective change management approaches.

Outline Content and Key Supporting Theories


Identify a complex real world organisational project, and conduct a cultural audit.

Day 1:

  • The nature of organisational evolution, structure and hierarchy will be explored, and the role of the OD Consultant defined.
  • To explore culture, we will introduce Edgar Schein’s Cultural Triangle, and Johnson and Scholes’ Cultural Web. Learners will be asked to overlay and evaluate these upon an organisation of their choice.
  • Against a real-world organisation, learners will evaluate the findings of the Cultural Audit assessment.
  • Working through a guided process, delegates will analyse the findings, and conduct a culturally focussed SWOT analysis of the organisation they have chosen, and consider the impact of their findings.
  • Learners will discuss potential consultancy approaches / strategies based on their analysis.

Day 2:

  • We will introduce research relating to the impact of Leadership on organisational values and behaviour. Transformational / Valued Based / Authentic / Toxic Leadership theories will be discussed, and the impact evaluated.
  • Learners will undergo a Stakeholder Analysis, considering the impact of leaders and the challenges or opportunities leadership bring to specific consultancy situations.
  • Methods to manage different leadership traits in senior stakeholders will be considered.
  • Organisational strategy will be evaluated; and the espoused / actual values of organisations will be assessed. Learners will analyse methods of exploring the associated behaviours which are genuinely valued / rewarded within a chosen organisation, and the wider impact of this will be identified.
  • The impact of communication will be discussed, and learners will identify the potential role of the consultant in supporting the effective strategic flow of information between different levels within organisations.

Day 3:

  • Key components of business architecture and process will be discussed, and current thought leadership will be taught. We will compare traditional practices in Performance Management (Jack Welsh, etc) with more current ideas, including Adobe’s Agile model, and Distributed Leadership.
  • We will explore the nature of conflict within teams, and identify a method to systematically diagnose where this is happening and how the consultant can facilitate / mediate where this is creating barriers to progress. This session will incorporate Dr Eric Berne’s theory of Transactional Analysis.
  • Change management. We will introduce leading Change management theory (Elizabeth Kubler-Ross, Dr David Wilkinson), and apply good practice in change management to the consultancy role.
  • Methods of supporting organisational change will be practiced; an effective coaching based communication tool will be applied to ‘real world’ change scenarios.

Module 2 Learning Outcomes:

  • Develop a consultancy strategy that will reflect the culture of the organisation, and the nature of the problem to be solved.
  • Evaluate the effectiveness and appropriateness of psychometric and 360 assessment tools.
  • Undertake problem analysis utilising a range of creative and scientific methods.
  • Undertake an empirical, evidence led enquiry into an organisational challenge or problem.
  • Utilise coaching skills to collaboratively asses and build solutions with a client.
  • Facilitate debate and negotiation amongst leadership teams / key stakeholders within the organisation.
  • Communicate findings as influentially as possible, considering the communication preferences of the target audience.

Day 4:

  • The real-world problem learners have identified will be the subject of a formal ‘Problem Statement’, an analysis tool that will clearly define the nature of the problem so that it can be clearly communicated.
  • Learners will explore a variety of Psychometric assessment methods, and consider their own Myers Briggs profile. The purpose, strengths and weaknesses of these tools will be evaluated.
  • Methods to assess and enhance emotional intelligence (Daniel Goleman) and self-awareness will be taught.
  • Business process methods, including Kaisan and Lean, will be introduced. Learners will apply the principles of root cause analysis, and use coaching skills to support others to improve organisational process.
  • Coaching skills will be further developed to enable learners to communicate as effectively and influentially as possible with clients. This session to provide an insight into the skills required to enable clients to uncover their own problems, and formulate their own solutions.
  • Evaluation. Methods (including Kirkpatrick’s 4 Levels) will be taught to ensure evaluation mechanisms are in place in our learners’ consultancy strategy.

Day 5:

  • Facilitation skills will be practiced; learners will practice the skills required to collaboratively explore organisational problems with leadership teams, and the core negotiation principles required to manage disagreement and build upon common ground or agreement; ensuing a win/win wherever possible.
  • Presenting the solution. The communication preferences of the target audience will be discussed utilizing Honey and Mumford’s learning styles, and Nigel Risner’s ‘Zookeeper’ concept.
  • Delegates will present their chosen strategy to the problem identified prior to the programme, and receive peer feedback, coaching and support. Key learning from the programme will be incorporated into their plan.


Delegates will complete 2 written reports focussing upon:

  • Organisational structure and culture
  • Tools and techniques for effective consulting

This process will require learners to undergo a real-world consultancy project, and apply the principles, practice and theories taught throughout this programme. They will provide evidence of their practice in a learning portfolio which will be assessed by one of the programme tutors. Ongoing tutorial support will be available throughout. Upon successful completion of the 2 assignments, delegates will be awarded with the CMI Level 7 Certificate in Professional Consulting.

Learning outcomes

  • Understand how to effectively manage personal professional development of others
  • Be able to act with professionalism and integrity as a consultant
  • Understand the importance of maintaining confidentiality in professional practice
  • Be able to show your unique selling points as a consultant
  • Understand the impact of organisational culture on an organisation
  • Understand the impact on a consultant’s work within a client organisation
  • Know how to establish and maintain working relationships with the client
  • Be able to manage communications during entry and diagnosis
  • Improve the performance of your organisation or clients organisation

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