Directs the needs assessment for training and staff development to enhance the effectiveness of employee performance in achieving the goals and objectives of the company.

Identifies/incorporates best practices and lessons learned into program plans.

Provides a broad range of consultative services to all levels of employees regarding policies and procedures.

Facilitates communication among employees and management. May guide managers and employees on problem solving, dispute resolution, regulatory compliance and litigation avoidance.

Provides expertise in strategy development and execution, planning and facilitation of employee relations efforts.

What is Organisational Development?

How to achieve Organisational Development?

•Methods

•Results

‍•Changes in behaviour

•Data gathering measurement

•Action

•‍Learning processes

•Action planning

•Action steps

•Planning

‍•Preliminary diagnosis

•Data gathering

•Action Planning

•Systems Model of Action Research Process

•Globalisation

Information Technology

Managerial Innovation

Subjects for discussion:

The interaction between organisations and their environment.

Defining and understanding organisational goals, aims and objectives.

Decisions and decision-making in organisations; organizational systems.

The perceptions of people at work: how and why they interpret events and actions in different ways; stereotypes and the halo effect.

Anthropology and sociology; considering attitudes, values, beliefs, socialisation, learning and development.

Motivation and motivational theories; features, requirements, processes, theories; the effect on work and output.

Job design; causes and results of frustration at work; stress, effects on performance.

Team factors: individual personalities, traits and qualities.

Team roles, role behaviour and activities; selection, testing and assessment.

Communication: one-way, two-way, vertical; channels, barriers, blockages; agendas, assertiveness.

The meaning of influence and authority in the workplace, and its misuse; sources of power.

Types of working relationships; the delegation of authority, control mechanisms.

Leadership and management; functions, styles, factors, traits and complexities; models and theories.

Teams and groups: their purposes; the creation, development and behaviour of groups; factors of high-performance teams.

Conflict: sources and symptoms, conflict resolution and conflict management.

Realpolitik and patronage, favouritism and bullying, trust and confidence.

Organisational health and well-being.

Ethics, responsibility and obligations in relationships; employees, customers and stakeholders.

External and internal pressures, and influences of culture; cultural types and influences.

Technology: size and scale of production, expertise, alienation, technological developments. 

Organisation structures and design, centralisation and decentralisation of organisations; mechanistic and organic structures, bureaucracy in organisations.

Change management: the drivers and factors of change, the processes and management of change.