5TH URBAN AND CITY 5TH URBAN AND CITY MANAGEMENT COURSE FOR MANAGEMENT COURSE FOR

AFRICAAFRICA

FACE-TO-FACE VERSION AND FACE-TO-FACE VERSION AND DISTANCE LEARNING VERSIONDISTANCE LEARNING VERSION

OCTOBER 20 TO 24, 2003OCTOBER 20 TO 24, 2003

MODULE II:MODULE II:

ORGANIZATIONAL DEVELOPMENT AS A ORGANIZATIONAL DEVELOPMENT AS A FRAMEWORK FOR CREATING ANTI-FRAMEWORK FOR CREATING ANTI-POVERTY STRATEGIES AND ACTION POVERTY STRATEGIES AND ACTION

INCLUDING GENDER MAINSTREAMINGINCLUDING GENDER MAINSTREAMING

BYBY

DR. (MRS.) ELLEN BORTEI-DOKU ARYEETEYDR. (MRS.) ELLEN BORTEI-DOKU ARYEETEY&&

MRS. CYNTHIA A. ADDOQUAYE TAGOEMRS. CYNTHIA A. ADDOQUAYE TAGOE

OBJECTIVE OF THE MODULEOBJECTIVE OF THE MODULE

To explain the use of organizational To explain the use of organizational development framework for creating anti-development framework for creating anti-poverty strategies and action. poverty strategies and action.

This module also examines the need for This module also examines the need for gender mainstreaming in problem solving and gender mainstreaming in problem solving and decision making processes. decision making processes.

More specifically, it deals with More specifically, it deals with

Organizational development as a tool for Organizational development as a tool for managing changemanaging changeOrganizational development as a collaborative Organizational development as a collaborative problem solving approachproblem solving approachManagement of organizational culture for Management of organizational culture for effective outcomeseffective outcomesThe relationship between culture, strategy, The relationship between culture, strategy, structure and processesstructure and processesThe importance of cross-functional team The importance of cross-functional team building in municipal project managementbuilding in municipal project managementGender as a facilitation of participation of Gender as a facilitation of participation of women, men, girls and boys in organizational women, men, girls and boys in organizational processes.processes.

THE ORGANIZATIONAL DEVELOPMENT THE ORGANIZATIONAL DEVELOPMENT APPROACH:APPROACH: INTRODUCTIONINTRODUCTION

Every organisation is an open system and Every organisation is an open system and as such is affected by its external as such is affected by its external environment.environment.

As new demands are made on As new demands are made on organizations, they either respond with organizations, they either respond with innovative goods and services to be able to innovative goods and services to be able to continue to maintain their relevance or they continue to maintain their relevance or they remain oblivious of the changes going on remain oblivious of the changes going on around, thus reducing their marketability around, thus reducing their marketability and effectiveness in their market niche.and effectiveness in their market niche.

INTRODUCTION (CONTD.)INTRODUCTION (CONTD.)

Organisations are facing unrelenting pressure to Organisations are facing unrelenting pressure to provide better quality services. Many need to provide better quality services. Many need to undergo significant changes to develop and deliver undergo significant changes to develop and deliver services in cost effective ways that customers and services in cost effective ways that customers and citizens want.citizens want.

The relevance of organisational development to this The relevance of organisational development to this course is seen in the current challenges of course is seen in the current challenges of urbanization and its subsequent pressure on goods urbanization and its subsequent pressure on goods and services provided by local authority including and services provided by local authority including municipal and district councils and assemblies. municipal and district councils and assemblies.

ORGANIZATIONAL DEVELOPMENT AS A ORGANIZATIONAL DEVELOPMENT AS A TOOL FOR MANAGING CHANGETOOL FOR MANAGING CHANGE

Definition of Organisation DevelopmentDefinition of Organisation Development ““A system-wide application of behavioural science A system-wide application of behavioural science knowledge to the planned development and knowledge to the planned development and reinforcement of organisational strategies, reinforcement of organisational strategies, structures and processes for improving an structures and processes for improving an organisation's effectiveness" (Cummings and organisation's effectiveness" (Cummings and Worley,1997) Worley,1997)

““A holistic process of planned change and A holistic process of planned change and improvement to assist organisations in responding improvement to assist organisations in responding to their dynamic environment through the effective to their dynamic environment through the effective diagnosis and management of their structure, diagnosis and management of their structure, systems and culture” (systems and culture” (Adapted from various Adapted from various sources)sources)

Definition of Organisation Development Definition of Organisation Development (contd.)(contd.)

French and Bell (1999) defined French and Bell (1999) defined ‘organisational development’ as a long-term ‘organisational development’ as a long-term effort to improve an organisation's visioning, effort to improve an organisation's visioning, empowerment, learning and problem-solving empowerment, learning and problem-solving processes through the collaborative processes through the collaborative management of organisational culture. management of organisational culture.

FOUNDATIONAL PROCESSES AND FOUNDATIONAL PROCESSES AND PRACTICESPRACTICES

A planned process of change;A planned process of change;A process that is participative and empowering;A process that is participative and empowering;Clear and on-going communication;Clear and on-going communication;Support for teams and teamwork that Support for teams and teamwork that encourages ownership and management of encourages ownership and management of processes, systems and relationships;processes, systems and relationships;Structures that promote innovation, learning and Structures that promote innovation, learning and change;change;Action research processes that combine learning Action research processes that combine learning and doing – an iterative process where the and doing – an iterative process where the lessons from one inform the actions of the other.lessons from one inform the actions of the other.

““Hard” issues/activities of ODHard” issues/activities of OD

Strong managerial and political leadershipStrong managerial and political leadershipIdentification of strategic goals and long term direction – Identification of strategic goals and long term direction – using techniques such as scenario planningusing techniques such as scenario planningEvaluation of current organisational impact and performance Evaluation of current organisational impact and performance in key areas – including identification of strengths and in key areas – including identification of strengths and weaknesses and predictions for the futureweaknesses and predictions for the futureChallenging existing practice to ensure continuous Challenging existing practice to ensure continuous improvement improvement Identification of organisational capability gaps and how they Identification of organisational capability gaps and how they might best be filled – including workforce planningmight best be filled – including workforce planningRemodelling of structures, systems and tasksRemodelling of structures, systems and tasksAllocating sufficient resources to support implementation – Allocating sufficient resources to support implementation – including making difficult choices about whether some including making difficult choices about whether some existing operations should continue existing operations should continue

““Softer” issues/activitiesSofter” issues/activities of OD of OD

Consultation with stakeholders Consultation with stakeholders Motivation of staff to ensure “buy in” – by Motivation of staff to ensure “buy in” – by ensuring they are aware of why the ensuring they are aware of why the organisation needs to develop and organisation needs to develop and keeping them involved in the change keeping them involved in the change process process Identification of required shifts in culture Identification of required shifts in culture and ethosand ethosIdentification and development of required Identification and development of required behaviours, skills and knowledge behaviours, skills and knowledge

THE GOAL OF “OD” THE GOAL OF “OD”

OD seeks to create self-directed change to OD seeks to create self-directed change to which people are committed. The problems and which people are committed. The problems and issues to be solved are those identified by the issues to be solved are those identified by the organization’s members who are directly organization’s members who are directly concerned with and affected by them.concerned with and affected by them.

OD is an organizationwide change effort. OD is an organizationwide change effort. Making lasting changes that create a more Making lasting changes that create a more effective organization requires an understanding effective organization requires an understanding of the entire organization. Changing part of the of the entire organization. Changing part of the organization is not possible without changing the organization is not possible without changing the entire organization in some sense.entire organization in some sense.

THE GOAL OF “OD” (contd.)THE GOAL OF “OD” (contd.)

OD typically places equal emphasis on solving OD typically places equal emphasis on solving immediate problems and the long-term development immediate problems and the long-term development of an adaptive organization. The most effective of an adaptive organization. The most effective change programme is not one that just solves change programme is not one that just solves present problems but on that also prepares present problems but on that also prepares individuals to solve future problems.individuals to solve future problems.

OD places more emphasis than do other approaches OD places more emphasis than do other approaches on a collaborative process of data collection, on a collaborative process of data collection, diagnosis and action for arriving at solutions to diagnosis and action for arriving at solutions to problemsproblems..

OD has a dual emphasis on organizational OD has a dual emphasis on organizational effectiveness and human fulfillment through the effectiveness and human fulfillment through the work experience.work experience.

ACTIVITIES INTEGRAL TO ODACTIVITIES INTEGRAL TO OD

A clear sense of directionA clear sense of direction

Strong leadership and a focus on people Strong leadership and a focus on people management issues including the management issues including the management of performance and the management of performance and the promotion of learningpromotion of learning

Creativity and innovation are essential. Creativity and innovation are essential.

FeedbackFeedback

Sharing ideas across the organisation and Sharing ideas across the organisation and the community, andthe community, and

evaluating progressevaluating progress

APPROPRIATE ‘CLIMATE’ FOR APPROPRIATE ‘CLIMATE’ FOR SUSTAINED ODSUSTAINED OD

Identification of key priorities and organisational Identification of key priorities and organisational purposepurpose

Identification of key obstacles and how these Identification of key obstacles and how these might be overcomemight be overcome

Identification of key people management and Identification of key people management and development implications as the organisation development implications as the organisation developsdevelops

Management of performanceManagement of performance

Promotion of learning, development and the Promotion of learning, development and the sharing of knowledge sharing of knowledge

Promotion of creativity and innovationPromotion of creativity and innovation

APPROPRIATE ‘CLIMATE’ FOR APPROPRIATE ‘CLIMATE’ FOR SUSTAINED OD (CONTD.)SUSTAINED OD (CONTD.)

Ensuring staff, elected members and the wider Ensuring staff, elected members and the wider community understand why the organisation community understand why the organisation must develop and how they can contribute must develop and how they can contribute

Development of mechanisms for giving/receiving Development of mechanisms for giving/receiving feedback and sharing ideas at all levels within feedback and sharing ideas at all levels within the organisation and with stakeholdersthe organisation and with stakeholders

Establishment of processes for Establishment of processes for consultation/planning and evaluationconsultation/planning and evaluation

Managing Change in an OrganisationManaging Change in an Organisation

Change is the one constant in local Change is the one constant in local government and how to manage that government and how to manage that change is the big challenge. The change is the big challenge. The Employers’ Organisation (EO) believes Employers’ Organisation (EO) believes that sound Organisational Development that sound Organisational Development skills and techniques can play a vital role skills and techniques can play a vital role in achieving organisational change in achieving organisational change because they focus directly on people - because they focus directly on people - the greatest driver of change and the the greatest driver of change and the greatest potential blockage. greatest potential blockage.

Important Instruments of Important Instruments of Organisational Development for Organisational Development for

ChangeChange InnovativenessInnovativenessPriority-based resource allocation Priority-based resource allocation Strategic investment in capacity buildingStrategic investment in capacity building Introduction of new relevant units to facilitate Introduction of new relevant units to facilitate

planning and management of change processes planning and management of change processes such as anti-poverty programmessuch as anti-poverty programmes

Development of enforceable urban and city Development of enforceable urban and city management policies that not only enforce bye-management policies that not only enforce bye-laws for promoting a healthy living environment, laws for promoting a healthy living environment, but also protect the poor from disaster and but also protect the poor from disaster and exploitation.exploitation.

Case study - The Civil Service Case study - The Civil Service Performance Improvement Programme Performance Improvement Programme

(CSPIP)(CSPIP)

Self-appraisal and diagnostic workshops, based on Self-appraisal and diagnostic workshops, based on thinking backwards from policy goals to outputs and thinking backwards from policy goals to outputs and activities, and facilitated in each civil service department activities, and facilitated in each civil service department by an in-house Capacity Development Team;by an in-house Capacity Development Team;Beneficiary assessments on departmental performance, Beneficiary assessments on departmental performance, carried out by independent consultants, which are fed into carried out by independent consultants, which are fed into the diagnostic workshops, helping to shape a PIP for the the diagnostic workshops, helping to shape a PIP for the department;department;Top-down validation, analysis and review of PIPs; andTop-down validation, analysis and review of PIPs; andThe signing of a chain of performance-improvement The signing of a chain of performance-improvement agreements between departments, administrative heads agreements between departments, administrative heads and ministers.and ministers.

Organisational Development as a Organisational Development as a Collaborative Problem Solving Collaborative Problem Solving

Approach for Anti-Poverty Strategies Approach for Anti-Poverty Strategies and Actionsand Actions

Problem-Solving Approach Problem-Solving Approach A primary change process associated with and used in A primary change process associated with and used in most OD programmes is action research, which consists most OD programmes is action research, which consists of 3 essential steps namely: of 3 essential steps namely: Gathering information about problems, concerns and Gathering information about problems, concerns and needed changes from the members of an organization;needed changes from the members of an organization;Organizing this information in some meaningful way and Organizing this information in some meaningful way and sharing it with those involved in the change effort, andsharing it with those involved in the change effort, andPlanning and carrying out specific actions to correct Planning and carrying out specific actions to correct identified problems.identified problems.

Important Instruments Important Instruments

Stakeholders analysis for consensus building Stakeholders analysis for consensus building and contribution to the goaland contribution to the goal

Involvement through regular consultation, Involvement through regular consultation, backed up by timely, accessible information backed up by timely, accessible information about the vision and activities of the partnership;about the vision and activities of the partnership;

Representatives from stakeholder groups Representatives from stakeholder groups actively involved in the decision making.actively involved in the decision making.

Spending time considering what aims are to Spending time considering what aims are to achieved.achieved.

Informing stakeholders of planned activities;Informing stakeholders of planned activities; Testing plans with stakeholders who will be Testing plans with stakeholders who will be

affected and to receive their feedback;affected and to receive their feedback; Finding out aspirations to inform partnership Finding out aspirations to inform partnership

priorities priorities

Important Instruments (cont.)Important Instruments (cont.)

Establishment of multi-agency oversight bodies to bring Establishment of multi-agency oversight bodies to bring together leaders in the field of urban and city management together leaders in the field of urban and city management and allied fields such as legal services, financial services, and allied fields such as legal services, financial services, etcetcIntroduction of innovative record keeping for management Introduction of innovative record keeping for management information systems (MIS), which would provide baseline information systems (MIS), which would provide baseline information on the poor, as well as documentation of best information on the poor, as well as documentation of best practices to facilitate collaborative planningpractices to facilitate collaborative planningCoordination of civil society organizations’ activities in Coordination of civil society organizations’ activities in districts and sub-metros to ensure that resources are well districts and sub-metros to ensure that resources are well spent to the benefit of the poor and duplication is spent to the benefit of the poor and duplication is minimized through working with the local authority bodies minimized through working with the local authority bodies to select communities and areas for assistance and to to select communities and areas for assistance and to engage specific sectors of the community to assist in engage specific sectors of the community to assist in delivering the plansdelivering the plansEstablishment of regular line of communication across Establishment of regular line of communication across departments and agencies to ensure their timely departments and agencies to ensure their timely interaction interaction

Management of Organizational Management of Organizational Culture for Effective Outcomes:Culture for Effective Outcomes:

Definition of Organizational CultureDefinition of Organizational Culture Deal and Kennedy (1988) defined the culture of Deal and Kennedy (1988) defined the culture of an organization as ‘an organization as ‘the way we do things round the way we do things round herehere’. ’.

Riley (1983 p.437) defined it as ‘Riley (1983 p.437) defined it as ‘why the why the organization is what it isorganization is what it is ’, These definitions can ’, These definitions can be considered simple in the wake of new ones be considered simple in the wake of new ones which focus on ideologies, norms, customs, which focus on ideologies, norms, customs, shared values and beliefs which characterize an shared values and beliefs which characterize an organization (Nystrom (1990).organization (Nystrom (1990).

Definition of Organizational Culture Definition of Organizational Culture (cont.)(cont.)

Jaques (1952) for example defines culture as Jaques (1952) for example defines culture as the ‘customary and traditional way of thinking the ‘customary and traditional way of thinking and doing things, which is shared to a greater or and doing things, which is shared to a greater or lesser degree by all members, and which new lesser degree by all members, and which new members must learn and at least partially accept members must learn and at least partially accept in order to be accepted’ (p.251).in order to be accepted’ (p.251).

A more modern definition depicts culture as the A more modern definition depicts culture as the ‘software of the mind’, that is, ‘the collective ‘software of the mind’, that is, ‘the collective programming of the mind which distinguishes programming of the mind which distinguishes the members of one group or category of people the members of one group or category of people from another’ (Hofstede, 1994 p.5)from another’ (Hofstede, 1994 p.5)

Definition of Organizational Culture Definition of Organizational Culture (cont.)(cont.)

Organizational culture represents a Organizational culture represents a complex pattern of beliefs, expectations, complex pattern of beliefs, expectations, ideas, values, attitudes and behaviours ideas, values, attitudes and behaviours shared by the members of an organization shared by the members of an organization (Hatch (1993), Schein (1996), Trice and (Hatch (1993), Schein (1996), Trice and Beyer (1992). The organisation’s culture is Beyer (1992). The organisation’s culture is likely to influence organization design likely to influence organization design decisions about the delegation of authority decisions about the delegation of authority or the use of teams. or the use of teams.

More specifically, organizational More specifically, organizational culture includes:culture includes:

Routine behavioursRoutine behaviours when people interact, such as organizational rituals and when people interact, such as organizational rituals and ceremonies and the language commonly used;ceremonies and the language commonly used;

the the normsnorms that are shared by work groups throughout the organization, such as that are shared by work groups throughout the organization, such as ‘a fair day’s work for a fair day’s pay’;‘a fair day’s work for a fair day’s pay’;

the the dominant valuesdominant values held by an organization such as ‘providing quality service’ held by an organization such as ‘providing quality service’

the the philosophyphilosophy that guides an organization’s policies towards its employees and that guides an organization’s policies towards its employees and customers;customers;

the the rules of the gamerules of the game for getting along in the organization or the ‘ropes’ that a for getting along in the organization or the ‘ropes’ that a newcomer must learn in order to become an accepted member; and newcomer must learn in order to become an accepted member; and

the the feelingfeeling or or climateclimate conveyed in an organization by the physical layout and the conveyed in an organization by the physical layout and the way in which members of the organization interact with customers and other way in which members of the organization interact with customers and other outsiders (Schein, (1985) outsiders (Schein, (1985)

Important InstrumentsImportant Instruments

Adoption of periodic review of behaviours Adoption of periodic review of behaviours and attitudes, as well as operational and attitudes, as well as operational techniques, as a means of overhauling less techniques, as a means of overhauling less effective approacheseffective approaches

Re-orientation of local authority staff to Re-orientation of local authority staff to develop result-oriented approach to develop result-oriented approach to delivery of goods and servicesdelivery of goods and services

Address quality of communication between Address quality of communication between collaborating agencies and evolve more collaborating agencies and evolve more cross-functional team buildingcross-functional team building

Important Instruments (cont.)Important Instruments (cont.)Adoption of more proactive stance on issues of direct Adoption of more proactive stance on issues of direct interest to poverty reduction like having specific interest to poverty reduction like having specific programmes or strategies to increase household income programmes or strategies to increase household income which will increase in the household’s use of public which will increase in the household’s use of public goods and services since they will be able to pay for goods and services since they will be able to pay for them. Supporting community credit schemes could also them. Supporting community credit schemes could also serve as an entry point in reducing poverty. This stance serve as an entry point in reducing poverty. This stance could also help solve the internal revenue mobilization could also help solve the internal revenue mobilization problem.problem.

Institutionalization of advocacyInstitutionalization of advocacy

Build commitment to public-private partnership to meet Build commitment to public-private partnership to meet local authority objectives through such collaborationlocal authority objectives through such collaboration

Important Instruments (cont.)Important Instruments (cont.)

In managing organizational culture for effective In managing organizational culture for effective outcomes, there is the need to identify the outcomes, there is the need to identify the organisation's cultureorganisation's culture and learn how to build a and learn how to build a high performing culture that maximises the value high performing culture that maximises the value of human talent and organisational structures, of human talent and organisational structures, systems and technologies. An underlying systems and technologies. An underlying assumption of cultural change is that an assumption of cultural change is that an organization’s culture and its performance or organization’s culture and its performance or effectiveness are directly related. Thus, the effectiveness are directly related. Thus, the rationale for attempting cultural change is to rationale for attempting cultural change is to create a more effective organization (Hellriegel create a more effective organization (Hellriegel et al., 1998)et al., 1998)

Challenges of the Decentralisation Challenges of the Decentralisation Process (District Assembly)Process (District Assembly)

The need for coordination of actors and The need for coordination of actors and building linkagesbuilding linkages

Institutional ProblemsInstitutional Problems Human Resource Issues Human Resource Issues Expenditure and Revenue Mobilisation Expenditure and Revenue Mobilisation Participation in Decision Making Process and Participation in Decision Making Process and

Criteria for Allocation of Funds Criteria for Allocation of Funds Allocation Efficiency (the extent to which Allocation Efficiency (the extent to which

public expenditure reflects local demandpublic expenditure reflects local demand

The Way OutThe Way Out

Work out new and efficient methods of revenue Work out new and efficient methods of revenue mobilization in partnership with civil society and mobilization in partnership with civil society and the private sector in generalthe private sector in general

Embarking on advocacy campaigns for public Embarking on advocacy campaigns for public behaviour changebehaviour change

Reconstruct district specific objectives into the Reconstruct district specific objectives into the national poverty reduction strategynational poverty reduction strategy

Itensifying training and general orientation to Itensifying training and general orientation to community management. It has been learnt from community management. It has been learnt from local initiatives that far more is achieved with local initiatives that far more is achieved with fewer resources when local organisations work fewer resources when local organisations work with groups formed by the urban poor.with groups formed by the urban poor.

Gender Mainstreaming as a Gender Mainstreaming as a Means of Facilitation of Means of Facilitation of

participation of Women, Men, participation of Women, Men, Girls and Boys in Girls and Boys in

Organizational ProcessesOrganizational Processes

Definition of Gender Mainstreaming Definition of Gender Mainstreaming

Gender Mainstreaming is about Gender Mainstreaming is about incorporating women and gender relevant incorporating women and gender relevant issues into planning, implementation, issues into planning, implementation, monitoring and evaluation of organisation’s monitoring and evaluation of organisation’s activities. Gender mainstreaming is activities. Gender mainstreaming is designed to bridge existing gaps and to designed to bridge existing gaps and to ensure gender equityensure gender equity

Important instrumentsImportant instruments Incorporating women and gender relevant issues into Incorporating women and gender relevant issues into planning, implementation, monitoring and evaluation planning, implementation, monitoring and evaluation of organizations’ activitiesof organizations’ activitiesIdentification of gender culture of organizations as a Identification of gender culture of organizations as a learning processlearning processOrientation to gender analysis as a planning tool Orientation to gender analysis as a planning tool aimed at promoting change in attitudesaimed at promoting change in attitudesIdentification of gaps in equity that need to be Identification of gaps in equity that need to be addressed within organizations and in the context of addressed within organizations and in the context of organizational goods and servicesorganizational goods and servicesEstablishment of partnerships between men and Establishment of partnerships between men and women, boys and girls as partners in development women, boys and girls as partners in development through regular consultation with beneficiaries and through regular consultation with beneficiaries and other stakeholdersother stakeholdersInclusion of gender monitoring indicators in Monitoring Inclusion of gender monitoring indicators in Monitoring and Evaluationand Evaluation

Case study - Ghana’s Case study - Ghana’s implementation of affirmative implementation of affirmative

action in leadership of action in leadership of organizations, boards and organizations, boards and

corporationscorporations

The Affirmative Action is a reliable way of The Affirmative Action is a reliable way of ensuring women’s development and access to ensuring women’s development and access to decision-making positions. The Affirmative decision-making positions. The Affirmative Action Policy Statement of the Government of Action Policy Statement of the Government of Ghana sought to bridge the gap between men Ghana sought to bridge the gap between men and women and to seek special provisions for and women and to seek special provisions for women’s participation in employment, public women’s participation in employment, public office and education.office and education.

Affirmative Action (cont.)Affirmative Action (cont.)In local government, a 30% quota of the government-In local government, a 30% quota of the government-appointed members of the district assemblies, has been appointed members of the district assemblies, has been provided for women’s participation. Beyond the District provided for women’s participation. Beyond the District level, community-based programmes are now actively level, community-based programmes are now actively seeking the participation of women.seeking the participation of women.In the same vein, girl-child education is being promoted In the same vein, girl-child education is being promoted at all levels with various programmes. These include:at all levels with various programmes. These include:The National Action Plan on Girls’ Education which The National Action Plan on Girls’ Education which specially targets girls’ enrolment and retention at the specially targets girls’ enrolment and retention at the basic and secondary levelsbasic and secondary levelsThe Science, Technology, Mathematics Education The Science, Technology, Mathematics Education Clinics for girls is aimed at increasing girls’ participation Clinics for girls is aimed at increasing girls’ participation in the SMT subjects. in the SMT subjects. Scholarships are also award to disadvantaged girls in to Scholarships are also award to disadvantaged girls in to enable them further their education enable them further their education

ConclusionConclusion

Organisational Development is a framework and Organisational Development is a framework and mechanism for evaluating current organisational mechanism for evaluating current organisational performance and co-ordinating change and performance and co-ordinating change and improvement across the whole organisationimprovement across the whole organisation

For this process to be effective it is critical that For this process to be effective it is critical that there is commitment from top management staff. there is commitment from top management staff. Other staff members need to be made aware of Other staff members need to be made aware of the reasons for organisational development and the reasons for organisational development and must be equipped with the appropriate skills and must be equipped with the appropriate skills and tools to support the organisational development tools to support the organisational development process. Since gender mainstreaming also process. Since gender mainstreaming also involves change, consideration must be given to it involves change, consideration must be given to it to make organizations benefit from the full to make organizations benefit from the full potential of the human resources at their disposal.potential of the human resources at their disposal.