Organizational Development: A Manual for Managers and ... - FPDL

do something is definitely on the side of those who are actually doing the job. But the balance of
power to decide what and how often remains in hands of the boss. These can create problems in
getting much more from the people in the organization; they just carry out orders - if they want to,
or find justifications for not doing so if they do not like the orders.
The organizational precondition for teamwork and empowerment is structuring the organization
around processes, not functions. The team or subdivision that controls the whole process will more
readily accept responsibility for the outcome, and will be empowered to make corresponding
decisions. The only way to manage by functions is to specify orders for each functional group or
subdivision, while the result comes from a combination of inputs from different players and groups.
In a functional structure, no one can be personally accountable for the results; he or she may be
only accountable for fulfilling orders, which is much easier not only ‘to do’, but ‘to not do’ as well.
The rationality of any decision made in an organization and of any action undertaken by somebody
in an organization is based on the mental map or model of the world that was used. All members of
an organization have their own maps. These maps are never absolutely correct or full - which
enables everyone to make his own mistakes. However, correct images or ideas in our mental
maps will usually be the same. Delusions and white spots may be very different, especially for
people with different backgrounds and experience. Thus, using two maps, one can see what is
probably right and what is questionable. The area of the ‘known’ is expanding and the likelihood of
a mistake is shrinking. As the proverb says: “One head is good, but two heads are better.”
Combining all that is known by members of an organization, utilizing all relevant experience, and
making it available and usable by all members of an organization who are empowered to make
decisions – this is the concept of organizational learning. The quality of decisions may increase
drastically, along with mutual understanding and cooperation - thus ensuring the success of a
‘learning organization’ over any ‘order executing machine’.
A lot of things that exist in an organization, and considerably define that organization and
distinguish it in its environment, may not be fixed in formal regulations or statements, or supported
through administrative arrangements. Instead, they may be based on a kind of mutual social
agreement of all members in the organization - as generally accepted values, beliefs and
behavioural norms. This creates an organizational culture. Since organizational culture definitely
influences the behaviour of people in an organization and consequently affects all organizational
outcomes – it is also an issue for management; it should be controlled and developed in a healthy
direction.
Another ‘headache’ for a manager is so-called Inner Quality Management, defined as ‘a set of
scientifically based tools for bringing people and organizations into coherence.’ (Childre and Cryer,
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