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