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

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for orders’ to ‘taking actions’, from ‘doing things right’ to ‘doing right things’, from ‘placing blame’ to ‘problem solving’, etc. (see Scott and Jaffe, 1991). It takes time to train the staff, to develop teamwork, to change the culture and attitudes. But the rewards are great. People in the organization not only do more (we have witnessed a rise in productivity several times over), they feel much better, the job is easier both for bosses and subordinates, and the general atmosphere is lighter. But the starting point is very often changing the structure and all corresponding arrangements for operation and control. A new organizational order seems to be a ‘legend’ or future prospective at first, but then it becomes a reality over the course of a specially designed process of change that includes both structural changes and adequate preparation of people for this new life. 122
Business Process Reengineering It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. Machiavelli (1513) Business Process Reengineering (BPR) emerged as formal business practice in the United States during the 1980’s and early 1990’s and was generally understood as a ‘radical reinvention of organizations along process lines.’ (Beckford, 2002) Michael Hammer and James Champy formalized the approach in 1993. They define BPR as ‘the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.’ (Hammer and Champy, 1993) BPR rejects the idea of reductionism – the fragmentation and breaking down of organizations into the simplest tasks; it encourages organizations to utilize substantial developments made in technology, particularly IT; and enables organizations to take better advantage of the skills and capabilities of the staff they employ. Hammer and Champy defined three factors that call for principal re-thinking of organizational design – Clients, Competition, and Change (3Cs). Clients have power. There is not a ‘client in general’ any longer, only concrete clients - here and now. The mass market is segmented into pieces down to the individual client. Competition is rising. Being a big company does not mean being invulnerable any longer. Newly established companies that do not possess ‘organizational baggage’ and are not limited by their past may be more successful with their products and market policies. Change becomes permanent and penetrates everything. These three ‘Cs’ have created a new world for business, where old organizational solutions are not viable. The authors point to IT as the main force in changing rules that affect organizational order. For example, the old rule, ‘Information may be available only in one place and time’, is replaced by a new one - ‘Information may be available at the same time in any place it is needed’. The old rule, ‘Only specialists may perform difficult tasks’, is changed to the new one - ‘A wide-profile worker may do the job of a specialist’. The rule, ‘All decisions are made by managers,’ gives a way to a new one - ‘Decision-making is part of the job of any employee,’ and so on. In their answers to readers’ questions, Hammer and Champy pointed out that reengineering is fully applicable to the public sector, and they drew attention to specific problems, which BPR faces here. First, it is difficult to estimate results. Many organizations in the public sector are oriented according to indexes of expenditures – this makes it difficult to choose between quality and effect. In fact, this was the main challenge in all public organizations where the author and his colleagues 123
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FPDL- Partners for Local Developmen
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Table of Contents Pages Preface and
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Chapter 2.4 Internal Relations Mana
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scientists (psychologists, sociolog
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Part I. Key Aspects of Organization
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non-linear, such systems permanentl
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Coherence comes directly from both
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Substructures Interrelations betwee
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Self-emerging order Synergetics hel
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conscious) activity as separate fro
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• A healthy organization defines
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Chapter 1.2 Basic Modes of Behaviou
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This dynamic response of the struct
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One can find very different names f
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Picture 4. Potential goals and traj
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Thus, the zone of rational behaviou
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Innovative behaviour For human orga
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director when placed in a different
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The art of management lies in the a
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example, under a middle-controller,
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uying expanding memory of computers
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Chapter 1.4 Structure and Procedure
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adhocracy usually involves project
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managers, who sincerely believed th
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A few months ago, the Klaipeda Coun
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But some survived. One can find now
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When it finds itself in a zone of d
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Recognition of a signal from anothe
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The sequence of artificial signals
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Communication barriers The process
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Chapter 1.6 Interaction and Coopera
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Picture 10. The games we play. The
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eginning, but as they become accust
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Win А +110, -50 +100, +50 +70, -60
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aggression can make the trajectory
Page 71 and 72: Chapter 1.7 Landscape for Developme
Page 73 and 74: Landscape If the factors that creat
Page 75 and 76: Chapter 1.8 Key Functions of an Org
Page 77 and 78: Providing quality services is much
Page 79 and 80: Customers in general can be classif
Page 81 and 82: Chapter 2.1 Problem Solving Indeed,
Page 83 and 84: esources to cure these consequences
Page 85 and 86: some managers, seeking opportunitie
Page 87 and 88: or involved in the implementation p
Page 89 and 90: However, usually this does not help
Page 91 and 92: Chapter 2.2 External Relations Mana
Page 93 and 94: them. They do not need any particul
Page 95 and 96: ecognized yet - others may be recog
Page 97 and 98: Any organization has specific capab
Page 99 and 100: CRM ensures a better understanding
Page 101 and 102: customer needs. Thus, ‘product my
Page 103 and 104: Internal failure costs include wast
Page 105 and 106: The second barrier of this kind is
Page 107 and 108: o ISO 9004:2000 provides guidelines
Page 109 and 110: excellent performance, and 2) ‘re
Page 111 and 112: of ‘concepts’ only. Some organi
Page 113 and 114: well is a kind of mental disease. T
Page 115 and 116: do something is definitely on the s
Page 117 and 118: equired level, or not. It does not
Page 119 and 120: • Team keeps in its hands all nec
Page 121: Scott and Jaffe give a very good de
Page 125 and 126: • Focusing on developing around p
Page 127 and 128: In a world without chaos, the survi
Page 129 and 130: The behaviour of an organism depend
Page 131 and 132: • Systems Thinking - a way of thi
Page 133 and 134: • Justifying Concepts (involves
Page 135 and 136: Only proper selection of members fo
Page 137 and 138: present IQM concept as a “set of
Page 139 and 140: The minimum specifications of place
Page 141 and 142: action by its hypothesis that a cer
Page 143 and 144: follow and control it every moment
Page 145 and 146: Thus, the whole strategic managemen
Page 147 and 148: whole must do it, if it is a self-o
Page 149 and 150: The challenge lies in the fact that
Page 151 and 152: But these changes would not happen
Page 153 and 154: Picture 24. What training can addre
Page 155 and 156: neighbours. But he will never know
Page 157 and 158: Training design and delivery Traini
Page 159 and 160: checkpoints, turning points, bifurc
Page 161 and 162: Literature 1. Beach L.R. (1997) The
Page 163 and 164: 38. Horovitz J. (2004) Service Stra
Page 165 and 166: SUPPLEMENT 1 Open Society Institute
Page 167 and 168: Part 1 Introductory theoretical fra
Page 169 and 170: A specific pro and contra managemen
Page 171 and 172: Examination of the legislative docu
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other department or not provided at
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Auditing procedure Diagram 5 Auditi
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Answers to this question will vary
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• What is the underlying principl
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odies have a different direct manag
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First of all, during the interviews
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• Please name your direct chief(s
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All descriptions must be agreed wit
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We leave issues related only with t
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Draft audit report After the interv
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Supplement 2 Local Government and P
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particular training proposals? Whic
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1.Objectives 1.1 PROBLEM. As any co
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espect of capacity, may come throug
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communication. The resonance with t
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For example, the objective of the c
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co-operate will be frustrated and g
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9. Tools 9.1 WARMING UP AND TUNING
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Then trainees may agree to believe
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Third - the cases should not be too
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course of training. Therefore, it i
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entertainment. Normal process of tr
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Nevertheless, sometimes trainer can
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SUPPLEMENT 3 FORMS AND QUESTIONNAIR
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___________________________________
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Organization of Control 1. What is
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Interaction and Cooperation 1.What
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Problem Diagnosis 1. What is the or
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7. Which goal should be set now as
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