human resources

From the process we have explored so far in the first three parts of this article series, you should have an idea of what organisational development (OD) is, what its purpose and principles are, the process of OD diagnosis, and the key points of choosing and planning an intervention. However, many OD programmes do not fail in these earlier stages, but rather in the actual implementation of the programme and its interventions.

Planning organisational development (OD) interventions has two key aspects: intervention choice and planning for the execution of the intervention. OD interventions fail for many reasons, but common ones include bad choice of intervention or poor implementation. The choice of intervention should, as the previous articles in this series have emphasised, be guided by the initial diagnosis. If you know what is wrong, then you can choose a suitable remedy. Starting with the choice of remedy makes little sense. Equally, do not always expect there to be one thing wrong.

‘One-size fits all’ solutions are common today. Thousands of self-help and business books published each year make the assumption that ‘what has worked for me will work for you’. Often the solutions touted by supposed ‘gurus’ seem to make sense and even apply to our situations. However, people and organisations continue to have problems – evidence that self-help books are yet to provide the perfect cure.

Programme outline

Day One 
08: 00 Registration and early morning Coffee
Demonstrating an understanding of the key concepts of managerial finance

• Key concepts of the managerial finance
• Accounting cycle
• Role of budgeting and forecasting
• Accounting conventions
• Financial reports
• 16h00 end of day one

Day Two:
08: 00 Registrations and Early Morning Coffee

long content

“Striking a Balance: A Guide to Enhancing the Effectiveness of NGOs in International Development” offers both analysis and a practical guide to how non-government development organisations can fulfill these demanding expectations.