Organizational development aims to initiate change through improved communication to help organizations progress through stages of birth, growth, maturity, decline, and revival. Organizational growth means expanding in a way that aligns with an organization's goals, whether through increased profits, sales, employees or other metrics. However, growth also brings challenges like decreased control and consensus as organizations become more complex with larger numbers of less familiar people. Careful planning is needed to overcome such problems and effectively guide organizational development.

1. ORGANISATIONAL GROWTH

2. ORGANISTIONAL DEVELOPMENT
Organizational development can be defined as an objective-based methodology used to
initiate a change of systems in an entity. Organizational development is achieved
through a shift in communication. Communication is defined as transferring
information to produce greater understanding.
 Birth
 Growth
 Maturity
 Decline
 Revival
STAGES OF OD

3. ORGANISATIONAL GROWTH
 Organisational growth is something for which most companies, large or small,
strive. Small firms want to get big, big firms want to get bigger. Indeed,
companies have to grow.
 Organisational growth means different things to different organizations.
Indeed, there are many parameters a company can select to measure its growth.
The most meaningful yardstick is one that shows progress with respect to an
organization's stated goals. The ultimate goal of most companies is profit, so
net profit, revenue, and other financial data are often utilized as "bottom-line"
indications of growth. Other business owners, meanwhile, may use sales
figures, number of employees, physical expansion, or other criteria to judge .

4. WAYS IN WHICH ORGANIZATIONS
ACHIEVE GROWTH
 Joint Venture/Alliance-This strategy is particularly effective for smaller firms with
limited resources. Such partnerships can help small business secure the resources they
need to grapple with rapid changes in demand, supply, competition, and other factors.
Forming joint ventures or alliances gives all companies involved the flexibility to move
on to different projects upon completion of the first, or restructure agreements to
continue working together. Subcontracting, which allows firms to concentrate on those
aspects of their business that they do best, is sometimes defined as a type of alliance
arrangement.

5.  Licensing-"License your most advanced technology," advised Peters, who argued that truly proprietary
technologies are quickly becoming extinct. Peters and other consultants contend that competitors will
soon copy whatever a company develops in the realm of technology (and other areas), so it may make
good sense for a company to turn to licensing. This creates cash flow for the company to fund future
research and development.
 Sell Off Old Winners-Some organizations engaged in a concerted effort to grow divest themselves of
mature "cash cow" operations to focus on new and innovative product or service lines. This option may
sound contradictory, but analysts note that businesses can command top prices for such tried and true
assets. An addendum to this line of thinking is the divestment of older technology or products. Emerging
markets in Latin America and Eastern Europe, for instance, have been favorite places for companies to
sell products or technology that no longer attract high levels of interest in the United States. These
markets may not yet be able to afford large quantities of state-of-the-art goods, but they can still benefit
from older models.
 New Product Development-Creation of new products or services is a primary method by which
companies grow. Indeed, new product development is the linchpin of most organizations' growth
strategies

6.  New Markets—Some businesses are able to secure significant organizational growth by
tapping into new markets. Creating additional demand for a firm's product or service,
especially in a market where competition has yet to fully develop, can spur phenomenal
growth for a small company, although the competitive vacuum will generally close very
quickly in these instances.
 Outside Financing—Many small companies turn to outside financing sources to fund
their expansion. Smaller private firms search for capital from banks, private investors,
government agencies, or venture capital firms.

8. PROBLEMS ENCOUNTERED WITH
ORGANIZATIONAL GROWTH
 Small business owners seeking to guide their organizations through periods of growth—
whether that growth is dramatic or incremental—often encounter difficulties. After all, when a
firm is small in size, the entrepreneur who founded it and usually serves as its primary strategic
and operational leaders can often easily direct and monitor the various aspects of daily
business. In such environments, added Theodore Caplow, author of Managing an
Organization, the small business owner can also "understand a larger proportion of the
relationships subordinates have with each other and with outsiders." Organizational growth,
however, brings with it an inevitable dilution of that "hands-on" capability, while the
complexity of various organizational tasks simultaneously increases. "As the organization
grows," said Caplow, "control becomes more complex by the mere accretion of numbers. There
are ways of reducing the complexity by delegating responsibility and installing better date
systems but there is no way of avoiding it altogether."

9.  organizational growth also triggers an almost inevitable "diminution of consensus about
organizational goals." He attributed this "in part to the inherent difficulty of getting a larger
number of people who know each other less well to agree about anything, in part to the
importation of new people and ideas, but mostly to the brute fact that as an organization
grows, its relationships to its members and to the environment necessarily change."
Oftentimes, organizational growth has a transformational effect on the business, especially if
the growth has been realized via dramatic rather than incremental means (opening of a second
store, a new promotional blitz for a popular product, major expansion of services, introduction
of an online web site, etc.), and Caplow pointed out that such growth can be particularly
disorienting for employee and owner alike: "often the people involved may not realize that
anything significant has occurred until they discover by experience that their familiar
procedures no longer work and that their familiar routines have been bizarrely transformed."

10. CONCLUSION
 There may problems the organizational development can be achieve by organizational
growth. The organization should focus on its organizational growth strategies.
 The organization should over come all the problems that encounters the organizational
growth.