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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<strong>and</strong> critical episodes; how their own behaviour serves as a model; how they allocate rewards <strong>and</strong><br />
status; <strong>and</strong> how they recruit, select, promote <strong>and</strong> fire staff. Do they tolerate or challenge criticism?<br />
Do they limit or make in<strong>for</strong>mation available to staff? Do they control or empower staff to make<br />
decisions? Are they focused more on the budget or on the people of their organization? <strong>Managers</strong><br />
are frequently faced with this kind of value choice. (Brody, 2000)<br />
Cultural norms may be incorporated in an organization from outside (generally recognized ‘human<br />
values’, ‘national’ or ‘professional’ cultural attributes), <strong>and</strong>/or developed inside an organization,<br />
through various stages from conventional norms <strong>and</strong> self-evident things, to moral imperatives.<br />
<strong>Organizational</strong> culture manifests itself in various aspects of organizational life – in interrelations<br />
with clients <strong>and</strong> customers, with business partners, among people <strong>and</strong> subdivisions within an<br />
organization, among representatives of different gender <strong>and</strong> ages, bosses <strong>and</strong> subordinates, in the<br />
dress style, language, attitude of members to the organization <strong>and</strong> its problems, etc. – <strong>and</strong><br />
everywhere is should be controlled. The manager has a huge job, <strong>and</strong> not just controlling task<br />
per<strong>for</strong>mance – per<strong>for</strong>mance of tasks will result as a by-product.<br />
Inner Quality Management<br />
Any organism, being open dynamic system, maintains its existence through internal metabolism<br />
that inevitably dissipates part of the energy that was not properly utilized. It needs permanent<br />
provision of external energy. For any given structure, the necessary flow of energy, which supports<br />
normal temperature, remains the same while organism remains the same. The amount of energy<br />
needed also depends on efficiency in utilizing it. The balance of energy is an important<br />
precondition. If the inflow of energy is not sufficient – an organism will go to sleep or die. If an<br />
organism trans<strong>for</strong>ms energy into too much heat (a ‘chaotic’ <strong>for</strong>m of energy), then it will: a) waste<br />
too much, <strong>and</strong>/or b) overheat <strong>and</strong> die. Assuming the availability of energy as a resource, an<br />
organism may survive if it ensures a good efficiency in using it. One of possible approaches to the<br />
issue was called Inner Quality Management (IQM). It is directly related to managing emotional<br />
state <strong>and</strong> the stress in organizations.<br />
Doc Childre <strong>and</strong> Bruce Cryer, suggest that “considerable chaos exists within many organizations<br />
<strong>and</strong> within society today, <strong>and</strong> a new level of coherence is a potential outcome. A new level of<br />
organizational efficiency, synchronization, <strong>and</strong> effectiveness is possible by studying <strong>and</strong> applying<br />
new in<strong>for</strong>mation about the intelligence of the human system. … Research during the last decade<br />
profoundly affected our knowledge of human intelligence, opening up surprising new possibilities.<br />
The fact that intelligence is distributed throughout the human system <strong>and</strong> that the heart is an<br />
intelligent system profoundly affecting brain processing represents an exiting new model <strong>for</strong><br />
helping organizational systems become more intelligent, more adaptive, <strong>and</strong> more human.” They<br />
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