Organizational development (OD) is a planned, systematic process to increase organizational effectiveness. It involves diagnosing the entire organization and implementing changes from the top down. The OD process uses an empowering approach through facilitating vision, learning, and problem solving to collaboratively manage organizational culture. Key themes in OD include meeting employees' social and motivational needs to boost productivity, and rationalizing work processes to optimize output. Common OD interventions include team development, intergroup cooperation, system-wide performance improvements, and strategic transformations.

1. Organizational Development An Overview of the OD Process

2. Definition Planned change effort involving systematic diagnosis of the total organization that is managed from the top to increase the organizational effectiveness and health of the overall system (Beckhard, 1969, pp. 9-10)

3. Approach Empowerment through the articulation of the change agent's values designed to facilitate visioning, organizational learning and problem solving in the interests of a collaborative management of the organization's culture (French and Bell, 1995, p. 28) a humanistic approach that utilises Action Research as a mode of enquiry.

4. Themes Human relations approach, where the focus was on man's social needs and ways of meeting them to increase motivation and organization productivity. (Beckhard, 1969, p. 2). Human engineering, to rationalize the way work was done; the way the work-force was utilized to increase the output; and the productivity of the goods and services produced.

5. OD Structural Change Technological Change Behavioral Change

6. The first half of the twentieth century Unprecedented growth of large-scale formal organizations which developed hierarchical, technical and "social" machinery. OD became informed in an ad hoc way by a generation of "social technicians" preoccupied with organizational improvement and efficiency within organizations characterized by standardization, routinization and impersonality.

7. The first half of the twentieth century key themes of organizational behavior motivation and morale leadership behavior communication skills teamwork job enrichment enlargement or empowerment.

8. 1980s The excellence movement furthered the cause of innovation and entrepreneurship within organizations and argued the need to think ahead to a post-industrial future. Bureaucratic stability was a thing of the past and flexible organizations became the future driven by turbulent economic environments. McKinsey 7-S framework became, for a while, the vehicle to transform the culture of organizations. OD in the form of managing change and empowerment became the ultimate goal.

9. 1990s Most organizations were beginning to experience one of the most disruptive and dramatic types of organizational change strategies to have hit the world headlines. Downsizing/Rightsizing.

10. The last 20 years movement from centralisation to decentralisation; a focus on the flexible firm by disaggregating or outsourcing; a movement from long-term strategic planning to short-term tactical planning; the emergence of downsizing and restructuring with the team as the central mechanism for innovation and change; the movement from training (typifying the division of labour) to organizational learning, personal growth and development. The advancement in IT has opened new possibilities.

11. The OD Model I Anticipating a need for change II Developing Consultant- Client Relationship III The Diagnostic Process IV Action Plans, Strategies And Techniques V Self-Renewal Mobilizing and Stabilizing VI Continuous Improvement Process

12. The Consulting Wheel Consulting Skills Profile Personal Skills Leadership Skills Project Management Skills Interpersonal Skills Problem Solving Skills Communication Skills

13. Managerial Consulting Diagnostic Model Basic Planning Personnel General Business Practices Market Research Finance Advertising and Promotions

14. Change Forces Success of Change Evaluation of Change Advocates of Change Degree of Change Time Frame Impact of Culture

15. The OD Process Consultant Values Efficiency - Morale Consultant Role Process - Expert Data Gathering Diagnosis The Performance Gap Structural Behavioral Technical Change Process Technique Desired State

16. OD Interventions Team Development – High Performing Teams Intergroup Development – Cooperation and Conflict Resolution Systemwide – High Performing Systems Organization Transformation – Strategy Interventions