Organizational development (OD) involves taking deliberate steps to align an organization's environment, skills, behaviors, culture, and leadership with its objectives. OD addresses both "hard" issues like strategies and systems as well as "softer" issues like developing skills, behaviors, and attitudes to avoid conflicts between goals and needs. Effective transformation requires integrating changes to content, people, and processes instead of separating organizational and technical changes from human and cultural changes. The OD process involves recognizing problems, collecting data, analyzing and sharing findings, prioritizing issues, exploring solutions, agreeing on changes, implementing interventions, and evaluating results to make OD continuous.

1. ORGANISATIONAL DEVELOPMENT

2. ORGANISATIONAL DEVELOPMENT OD is about moving the organisation on by taking deliberate, planned steps to create an environment that will enable staff to understand and deliver the organisations objectives. OD involves both 'hard' and 'soft' issues. The 'hard' issues for OD are strategies and policies, structures and systems. The 'softer' issues in the main are developing appropriate skills, behaviours and attitudes, culture and a style of leadership that will enable the organisation to achieve optimum performance. Both the 'harder' and 'softer' issues of OD need to be addressed to avoid conflict between goals and needs.

3. TRANSFORMATION STRATEGY Content People Process All three areas must be integrated into one unified transformation effort that moves an organization from where it is today to where it chooses to be in the future. Organizations that take a piecemeal approach and separate their organizational and technical changes (content) from their human and cultural changes (people) fail dramatically

4. The OD Process When there is a Problem recognised : The CEO may contact an OD expert to discuss the situation. The OD expert would then collect information form the organisational units using questionnaire, interview and observation. The data is analysed and prepared for feedback The expert meets the managers and presents the findings ( feedback) The group then ranks the problems in order if their importance

5. The OD Process With the guidance of the consultant the group discusses the difficulties, identifies the underlying causes and explores possible solutions. The role of the OD expert is that of a coach facilitating the process. Subgroups are established to deal with the specific issues The meetings end with an agreement on a changed strategy The specific interventions may include a change in the organisational structure , a more effective procedures for handling customer complaints and the establishment of a team with the responsibility of implementing a cost reduction program.

6. The OD Process The group agrees to meet again to measure and evaluate the effectiveness of the OD efforts. OD becomes a continuous process – planned , systematic and focused on change – that aims at making the enterprise more effective.