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

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• Team keeps in its h<strong>and</strong>s all necessary resources <strong>and</strong> leverages that are available to get a<br />

job done;<br />

• Team has access to all relevant in<strong>for</strong>mation;<br />

• Number of members is appropriate;<br />

• Features <strong>and</strong> talents of members are sufficient <strong>and</strong> consistent;<br />

• Team has a voice in deciding who will be (remain) a member;<br />

• Team does not need any special permission from management to do whatever is needed -<br />

within accepted policy or allowed scope of action - <strong>for</strong> the task or mission to be<br />

implemented;<br />

• Tasks are difficult enough to require all ef<strong>for</strong>ts <strong>and</strong> maximum collaboration in order to be<br />

accomplished in due time;<br />

• There are no excuses – failures in implementing tasks allocated to the team are failures of<br />

the team; it does not matter if the weather was bad or supplies ran out;<br />

• Recognition that inadequacy of results does not mean inadequacy of team or its members,<br />

since this could be caused by uncontrollable factors <strong>and</strong> nobody better than a team knows<br />

what was actually possible;<br />

• No blame, just objective evidence.<br />

These terms are related not to psychology or training, but to organizational design. Mistakes in<br />

design prevent the development of teams or teamwork. If the design is wrong – nothing will help.<br />

Appropriate design will inevitably bring people to teamwork <strong>and</strong> ensure further development of<br />

teams. However, this complicated process may go wrong, or too slow, or teams may appear to be<br />

less successful than expected, or conflicts may arise. There may be a lot <strong>for</strong> a manager to do. And<br />

it may require a lot of support from a professional trainer. Team roles, personality types, stages of<br />

development, etc. – everything that works will be utilized - in addition to the proper organizational<br />

design.<br />

Empowerment<br />

Empowerment begins with a shift within the manager<br />

– underst<strong>and</strong>ing that to empower is not to lose control but to gain it.<br />

Cynthia D.Scott <strong>and</strong> Dennis T. Jaffe<br />

Another buzzword of early 1990’s was empowerment. The sense of the word related to the fact<br />

that some traditional structures <strong>and</strong> attitudes are not suitable in the contemporary world. “An<br />

organization is under attack <strong>for</strong>m outside <strong>and</strong> from within. Externally, heightened global<br />

competition, incredibly fast changes, new dem<strong>and</strong>s <strong>for</strong> quality <strong>and</strong> service, <strong>and</strong> limited resources<br />

dem<strong>and</strong> quick responses from the organization. Internally, employees are feeling betrayed, let<br />

down <strong>and</strong> burned out as they feel frustrated by an organization that is making new dem<strong>and</strong>s on<br />

119

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