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There are three phase involved in organization development:

1. Planning process.
2. Managing process.
3. Stabilizing process

Planning process:

• Address organizational power and political dynamics.
• Generate food.
• Determine future state.

Managing phase:

• Use multiple layers.
• Create symbols and languages.
• Organize transition management team.
• Provide feedback.
• Disengage from past.

Stabilizing phase:

• Deploy guardians of the new way.
• Utilize reward systems.

The general manager also sought help from the corporate staff of employee relations and training specialists. Among those specialists made several visits to the division and eventually decided that an outside consultant with expertise in organization development could probably help. For several months before this crisis the division general manager had taken a variety of steps to try to correct the problems. This involves new practices to the mangers in the organizational development behavior appraisals. The division of organization development consists of two plants both of which manufacture heavy electrical equipment. Nowadays few people in the world of large organizations associated OD with overdose. Organization development is the field many not yet be sufficiently known to be defined in the dictionary or explained in the encyclopedia.

Every organization is situated within an environment and as the arrows in the figure. The various models organizational model is based on the opens system notion of input throughout and all recognize that an organization exits in the environmental context and is a technical system. Among the model and theories from which the OD practitioner may choose some are merely descriptive while others emphasize dimensions for diagnosis. The corporate VP had the power and the support from his superiors to close the division if he deemed it necessary. In organization development the primary advantage of responsibilities because of the division of labor and the opportunities for continuing development of functional expertise with in the single unit of time. Although some other frame works emphasize technological, financial, and information aspects of organization. The various models explore the same fundamental and exits of all technology. Every organization is interdependence and the quality of relations is finally for modes of conflict managements. . For several months before this crisis the division general manager had taken a variety of steps to try to correct the problems. The corporate VP was very much aware of the problems and he was anything but pleased about the state of affairs.

Leadership in the organization want to be remote concerned with determining the potential than specifying. The function of leadership is to plan all the activities for the future and also current requirements. The leader ship function is to male certain plan for the future and the plan are adequately communicated to generate the energy within the organization to support the transition. Among those specialists made several visits to the division and eventually decided that an outside consultant with expertise in organization development could probably help. For several months before this crisis the division general manager had taken a variety of steps to try to correct the problems. The corporate VP was very much aware of the problems and he was anything but pleased about the state of affairs. The corporate VP had the power and the support from his superiors to close the division if he deemed it necessary. In organization development the primary advantage of responsibilities because of the division of labor and the opportunities for continuing development of functional expertise with in the single unit of time.  Thus the planning and making certain steps which response to the organizational development to grow more at present and also for the future.

Organization is used to understand the phases of planning and managing the changes in the diagnosis. The diagnosis is the process will elaborate each and every system understands the client to solve the problems in the right manner. The intervention defines the planning and management changes which identifies the ideal future state for the organization. According to Argyris statement all the data information are planned in sequence and estimated properly. The change agent was duplicated as doing practically everything. In model organizational development consulting where the consultant usually dies all of this work for the client. It explained that the primary way for organizational functioning in parallel structure. It might be described as a process by which a consultant collects information about the nature of an organization that helps the organization to change by way of a sequence of phases. This process is used to maintaining the equilibrium. Some units may be very sure of theirs goals while other are not sure and some units may follow strict and precise work procedures while other units are still trying to formulate working procedures. Thus the client involves planning and implementing the changes in the intervention that lead to change in the organization culture.

There are five phases to the emergent pragmatic approach such as

1. Developing change techniques.
2. Exploring and developing a diagnostic model.
3. Developing change strategies.
4. Evaluating the change strategic.
5. Assessing the necessary condition.

The structure and the style depend on the business of the organization and its environment. This process is used to maintaining the equilibrium. Some units may be very sure of theirs goals while other are not sure and some units may follow strict and precise work procedures while other units are still trying to formulate working procedures. Thus the organization is highly differentiated and decentralized with respect to manage the process. According to Levinson the history is a critical factor in diagnosing an organization. Lawrence and larch consider matters of conflict resolution because conflicts arise quickly and naturally. It is highly differentiated organization and the management of these conflicts is critical and efficient. Lawrence and Lorsch recognize the importance and individual motivation and effective supervision. These organization techniques are cash illustrate the important point and the client considers being the problem or deems critical and the consultant considers important matters. Later the consultant can recommended these factor and consultant begin as facilitator.

Most practitioners agree that OD is an approach to a total system and that an organization is a technical system, the organization has a technology whether it is developing something tangible or rendering a service. The case at the beginning organizational development is the main source of all the engineering and manufacturing groups. This cash illustrate the important point and the client considers being the problem or deems critical and the consultant considers important matters. Later the consultant can recommended these factor and consultant begin as facilitator. The normative camp approach should be facilitative at the beginning but later the practitioner should begin to recommended if not argue for specific direction for change. In the consultative case the direction of change should be toward the personality of the organization on the personality of the individuals. Although not all OD practitioners would agree this general fact. But changing the reward system was the appropriate avenue for all OD. This assessment stems from two perspective one concerning research and the other concerning values.  The consultant understands complex managerial problems one has to visualize the organization as a whole. The ideas are highly compatible and consistent with all practitioners and the domain of their work for the future.

The current pressure on many businesses is to become global and they must be more effective to able to complete the work effectively. Although not all OD practitioners would agree this general fact. But changing the reward system was the appropriate avenue for all OD.  It explained that the primary way for organizational functioning in parallel structure. The generic model might be described as a process by which a consultant collects information about the natures of the organization. The consultant understands complex managerial problems one has to visualize the organization as a whole. The ideas are highly compatible and consistent with all practitioners and the domain of their work for the future. This assessment stems from two perspective one concerning research and the other concerning values. This cash illustrate the important point and the client considers being the problem or deems critical and the consultant considers important matters. The biggest changes are that organizational growth is far more limited today. The structure and the style depend on the business of the organization and its environment. Some units may be very sure of theirs goals while other are not sure and some units may follow strict and precise work procedures while other units are still trying to formulate working procedures.

The leadership box central because he believes that a primary job of the leader is to watch for blips among the other boxes and to maintain balance among them. The generic model might be described as a process by which a consultant collects information about the natures of the organization. Growth is limited to certain industries and entrepreneurial activities and is not nearly as widespread as during the 1960s. Managers today are admonished to be innovative to take risks and to act more quickly. The difference in organization change is sufficiently complex that no generic model may yet exit. The change agent was duplicated as doing practically everything. In model organizational development consulting where the consultant usually dies all of this work for the client. It explained that the primary way for organizational functioning in parallel structure. It might be described as a process by which a consultant collects information about the nature of an organization that helps the organization to change by way of a sequence of phases. This process is used to maintaining the equilibrium. Some units may be very sure of theirs goals while other are not sure and some units may follow strict and precise work procedures while other units are still trying to formulate working procedures.

FEMA consists of four stages. They are
1. Quantifying risk.
2. Reevaluation of rick.
3. Specifying possibilities.
4. Correcting high risk causes.

 Quantifying risks:
1. (RPN) risk priority number.
2. Probability of cause.
3. Effectiveness of control to prevent cause.
4. Severity of effect.

 Reevaluation of risk:
1. Recalculation of risk priority number.

 Specifying possibilities.
1. Effects.
2. Detection\ prevention
3. Possible failure modes.
4. Functions.
5. Root causes.

 Correcting high risk causes:
1. Assigning action responsibility
2. Check points on completion.
3. Prioritizing work.
4. Detailing action.

In the design process the analysis of the potential failures of product of service due to component of subsystem unreliability. It involves a failure analysis of a manufacturing process and it is used for preliminary to identify areas of critically of control and to emphasize the design and more reliable. FEMA is the team effort and needed to prepare FEMA product and process specifications, reliability data, customer priority data, process description and inspection data. The team should have assembly engineer, materials engineer, service engineer, suppliers, manufacturing engineer and the customer. FEMA is the product to perform as expected for a certain period of time under the given operating conditions.

There are twenty elements in quality systems.
1. Document control.
2. Purchasing.
3. Quality system.
4. Product identification and traceability.
5. Process control.
6. Contract review.
7. Inspection and testing.
8. Management responsibilities.
9. Purchaser supplied product.
10. Design control.
11. Statistical techniques.
12. Servicing.
13. Control of quality records.
14. Corrective and preventive action.
15. Inspection, measuring and test equipment.
16. Training.
17. Internal quality audit.
18. Non-conforming products.
19. Handling storage, prevention and delivery.
20. Inspection and test status.
All theses twenty clauses describes the organization has to identify the most useful statistical techniques and its operations. This method explains the method of documentation, approval and issue of all quality documents. QMS lays down the requirements for the product or service to be correctly indentified throughout the production process. The organization has to identify the most useful statistical techniques such as histograms, Pareto analysis and pert. The QMS pertains to professional training as well as training for maintenance and implementation of quality systems. It provides adequate resources for internal verification activities such as quality directors, quality activity and quality manager. The management must periodically review the effectiveness of the quality system and keep record of the same.