Written by: Yasser Shaaban

Based on the fact that the constant truth in this universe is the truth of change, you see that Organizations change spontaneously or schematically. Man changes from childhood to youth to youth to old age to adulthood. Time changes between night and day, and the weather changes from spring to summer to fall to winter. Each has manifestations that humans and animals must prepare for. He adapts to change or employs change for his interests and needs. Perhaps the theory of immediate and future needs is the decisive element in a person’s confrontation with change in light of past experiences, present research, and future expectations. The human being was also only one of the active elements in the entity of the organization, and discovering the possibilities for change and change in it were considerations for growth and survival. And the struggle of this growth and survival, in light of resources, capabilities, needs, considerations of competition, maximizing profit and minimizing loss, it is necessary to anticipate with integrated awareness the process and behaviors of organizational development in its basic stages, which are (diagnostic study - developing a development plan - preparing to accept and sponsor development - corrective follow-up). We provide below basic overviews of the nature of each stage and the consideration of its causes and components to reach the desired results.The organizational development process starts from three axes: people, then work systems, then equipment. And work facilities. Therefore, the diagnostic study aimed at organizational development must recognize these three axes to discover opportunities for development, confront changes, and bring about the required change.

First: The diagnostic study: The discovery of development opportunities in this axis is linked to the other axes, but this does not leave the diagnosis of each axis separately and the diagnosis of the three axes combined and linked. The process of diagnosing a human being begins by asking the following questions: ( What are the roles and responsibilities of a member of the organization? - How do these roles and responsibilities relate to others? font-variant-settings: normal; font-variant-position: normal; font-height: normal; Roman';"> What is the nature of buyingA Others in the individual’s role and responsibilities? font-feature-settings: normal; font-variant-settings: normal; font-variant-position: normal; font-size: 7pt; font-family: 'Times New Roman'; mso-ascii-font-family: 'Times New Roman'; mso-hansi-font-family: 'Times New Roman';">What is the organizational position of an individual? - What is the position of the organizational unit in relation to the overall organization? - and hardwareHardware -What are the problems? Obstacles to work: human obstacles, systems and procedures obstaclesOr obstacles to facilities and equipment. Second: Developing a development plan: The process of developing a development plan goes through two stages: discovering the development opportunity and developing the development plan in light of the goals and available capabilities. This is also done by asking and answering a set of questions. These questions revolve around the following dimensions: font-optical-sizing: auto; font-feature-settings: normal; font-variant-position: normal; font-size: 7pt; line-height: normal; font-family: 'Times New Roman'; Arabic',serif; mso-ascii-font-family: 'Times New Roman'; mso-hansi-font-family: 'Times New Roman';">What are the stated goals? mso-bidi-language: AR-JO;">For the Organization? - The plan must be achievable within the limits of available costs and capabilities - The plan must be coherent, coherent, and harmonious and lead to achieving its goal - The plan must be measurable in light of a specific production unit compared to a specific cost unit Specific. Third: Preparing to accept and sponsor development: Plans are in place for implementationThis is a valid hypothesis. When implemented, plans face declared or written resistance, This is a correct hypothesis, as humans resist change by nature, even if they expect it. This is a fact that the process of developing plans must take into account the preparation for this plan to ensure proper implementation, and perhaps organizational development plans are more worthy of this than others because the human being is one of the basic pillars in organizational development processes. mso-bidi-language: AR-JO;">  Change is an unavoidable process, and yet most people find it an unpleasant process. Some people are afraid of change because it may harm their interests or it does not necessarily mean that it will lead to harmyBest. This is from the point of view of some people, but in terms of the general behavior of the organization, the general character of the organization is the tendency toward routine and rigid complexity because change usually brings with it more effort and the need to practice the innovative process and renewal, and this also means more effort. However, resistance to change that organizational development plans bring is not bad, but rather, when aware of it and dealing with it, it may be something. 'Times New Roman'; mso-hansi-font-family: 'Times New Roman', mso-bidi-language: AR-JO; lang="AR-JO" style="font-family: 'Simplified Arabic',serif; mso-ascii-font-family: 'Times New Roman'; mso-hansi-font-family: 'Times New Roman'; mso-bidi-language: AR-JO;">DA. Listening to the complaints and concerns of the resistance leads to correct understanding and thus leads to the right action and the right result. Highlighting the problems by knowing the elements of the resistance leads to addressing them before they occur and escalate, and this subsequently leads to achieving the goals of organizational development plans. In light of the above, the preparation process for implementing and sponsoring organizational development plans should be based on the following basic rules: ( Enlightenment with the wisdom of change: There is no doubt that the effective element in the organizational development process is the interest of the work and it is the meeting point between the worker and the institution or organization. The worker wants the organization to survive and grow, and the organization wants the worker to be loyal and committed to the interest of the work. This must be clear in the process of organizational development. The wisdom of development, its requirements and goals are the basis for preparation for accepting the development plan and sponsoring its implementation.Participation: The principle of participation of stakeholders and stakeholders in the process of developing plans is the greatest guarantee for preparing everyone towards sponsoring implementation. Participation here means participating and contributing to discovering opportunities for organizational development, setting priorities, and developing implementation plans. For effective communication: The concept of communication takes on dimensions that may seem diverse, but in reality they are intertwined and integrated. It may be symbolized by the flow of informationFlow of Information, on-line information and management information systemsManagement Information Systemreporting systems, presentation and presentation systems, and audio communications network And/or visual. All of these systems and facilities strongly emphasize the communication process and its importance, and the process of implementing and sponsoring career development plans requires taking into account all of these systems and ensuring access to informationAccessibility to Information, and the dynamism of the communication process so that it takes place on a routine and non-routine basis -  : Training helps to accept development and sponsor implementation or follow-up development. mso-bidi-language: AR-JO;">It means introducing changes in the concept, attitudes, information, skills or behavior of human resources and/or changes in systems and organizations and/or introducing changes in equipment And work facilities. Each of these three axes expresses a gradual need that paves the way for acceptance of change and training for implementation. Fourth: Corrective follow-up: The items of the organizational development action plan for follow-up are not complete, and it is preferable for an element from within the organization and a consulting element from outside the organization to participate in the follow-up. There are follow-up methods that rely on interviews, follow-up reports, and the method of assessing results quantitatively and/or qualitatively and discovering errors. The more precisely the goals are defined, the more possible and measurable the follow-up process is. In all cases, it is preferable that the development plan include the foundations for follow-up, for example the following: (  Monitoring human resources performance: through performance rates, absence rates, work turnover rates, injury rates, and complaints indicators. …etc.-  Following up the performance of facilities and equipment: This is by measuring the volume of production and any changes that have occurred to it such as unit cost, damaged and returned rate, movement of idle inventory…etc. -  The rate of performance of systems and organizations: through the efficiency, effectiveness and cost of communication, information flow, problem solving and decision making…etc.

الخلاصة: إن التطوير التنظيمي ضرورة من ضرورات إدارة الأعمال وبناء ونمو المنظمات. وتمر عملية التطوير التنظيمي لأي مؤسسة في مراحل أساسية أربعة هي الدراسة التشخيصية، ثم وضع خطة التقرير، ثم التهيئة لقبول التطوير ورعايته تنفيذاً ومتابعةً، أما المرحلة الرابعة فهي مرحلة قياس النتائج وإجراء المتابعة التصحيحية. ولكل مرحلة أساليبها وهي جميعاً تترابط فيما بينها وتتكامل بحيث تؤدي في النهاية إلى تحقيق الأهداف المحددة لعملية التطوير وهي البقاء والنمو، ومواجهة التغيرات الطارئة، وإدخال التغيرات المأمولة، من أجل صحة التطوير التنظيمي على المدى القريب والمدى البعيد.