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

More documents

Recommendations

Info

Where the organization is Other internal factors External factors What people in organization do What they know What they can What they think That is a matter for training aimed to develop individual or/and organizational knowledge That is a matter for training aimed to develop individual or/and organizational skills That is a matter for training aimed to change individual or/and organizational understanding and attitudes Training for learning things Training for changing thinking 152
Picture 24. What training can address In fact, any training allows participants to learn something, and any training may cause some change in thinking – in the table above we just emphasized what training may be designed to do. It may be aimed exclusively at learning things – e.g. requirements of newly passed legislation and/or how to apply them in practice. It may be aimed exclusively at changing thinking – instead of thinking that they annoy one another due to limited space in the office; they should start to think that they annoy one another due to irrelevant behaviour. Changing thinking may require learning some new things. However, the new ideas will be valid and accepted as a catalyst for change based on the participants’ own experience only. It may be previous life experience, or experience received during the training event. Although organizational changes may be implemented by administrative force – following the official regulation or experts’ advice – training intervention is about creating an internal drive for change. Then the potential for self-organization will emerge and the necessary change will happen in a more natural and effective way. Basic distinctive features of two categories of training are presented in Table 1 . Program/ content Key knowledge and information resources Training for learning things (To acquire knowledge and skills) To be determined by the client in advance Owned by the consultant Training for changing thinking To be determined by the consultant during the course of a workshop Owned by the participants Participants Those who want to learn, and/or are assigned by an authority Those who are needed for a particular impact (identified by the consultant in collaboration with the management) Involvement Outcome is usually in linear proportion to the number of participants Outcome is non-linear – it may be zero or a disaster if there is not sufficient participation to achieve an 100% result 153
Page 1 and 2:
FPDL- Partners for Local Developmen
Page 3 and 4:
Table of Contents Pages Preface and
Page 5 and 6:
Chapter 2.4 Internal Relations Mana
Page 7 and 8:
scientists (psychologists, sociolog
Page 9 and 10:
Part I. Key Aspects of Organization
Page 11 and 12:
non-linear, such systems permanentl
Page 13 and 14:
Coherence comes directly from both
Page 15 and 16:
Substructures Interrelations betwee
Page 17 and 18:
Self-emerging order Synergetics hel
Page 19 and 20:
conscious) activity as separate fro
Page 21 and 22:
• A healthy organization defines
Page 23 and 24:
Chapter 1.2 Basic Modes of Behaviou
Page 25 and 26:
This dynamic response of the struct
Page 27 and 28:
One can find very different names f
Page 29 and 30:
Picture 4. Potential goals and traj
Page 31 and 32:
Thus, the zone of rational behaviou
Page 33 and 34:
Innovative behaviour For human orga
Page 35 and 36:
director when placed in a different
Page 37 and 38:
The art of management lies in the a
Page 39 and 40:
example, under a middle-controller,
Page 41 and 42:
uying expanding memory of computers
Page 43 and 44:
Chapter 1.4 Structure and Procedure
Page 45 and 46:
adhocracy usually involves project
Page 47 and 48:
managers, who sincerely believed th
Page 49 and 50:
A few months ago, the Klaipeda Coun
Page 51 and 52:
But some survived. One can find now
Page 53 and 54:
When it finds itself in a zone of d
Page 55 and 56:
Recognition of a signal from anothe
Page 57 and 58:
The sequence of artificial signals
Page 59 and 60:
Communication barriers The process
Page 61 and 62:
Chapter 1.6 Interaction and Coopera
Page 63 and 64:
Picture 10. The games we play. The
Page 65 and 66:
eginning, but as they become accust
Page 67 and 68:
Win А +110, -50 +100, +50 +70, -60
Page 69 and 70:
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 and 122: Scott and Jaffe give a very good de
Page 123 and 124: Business Process Reengineering It m
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: But these changes would not happen
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
Page 173 and 174: other department or not provided at
Page 175 and 176: Auditing procedure Diagram 5 Auditi
Page 177 and 178: Answers to this question will vary
Page 179 and 180: • What is the underlying principl
Page 181 and 182: odies have a different direct manag
Page 183 and 184: First of all, during the interviews
Page 185 and 186: • Please name your direct chief(s
Page 187 and 188: All descriptions must be agreed wit
Page 189 and 190: We leave issues related only with t
Page 191 and 192: Draft audit report After the interv
Page 193 and 194: Supplement 2 Local Government and P
Page 195 and 196: particular training proposals? Whic
Page 197 and 198: 1.Objectives 1.1 PROBLEM. As any co
Page 199 and 200: espect of capacity, may come throug
Page 201 and 202: communication. The resonance with t
Page 203 and 204:
For example, the objective of the c
Page 205 and 206:
co-operate will be frustrated and g
Page 207 and 208:
9. Tools 9.1 WARMING UP AND TUNING
Page 209 and 210:
Then trainees may agree to believe
Page 211 and 212:
Third - the cases should not be too
Page 213 and 214:
course of training. Therefore, it i
Page 215 and 216:
entertainment. Normal process of tr
Page 217 and 218:
Nevertheless, sometimes trainer can
Page 219 and 220:
SUPPLEMENT 3 FORMS AND QUESTIONNAIR
Page 221 and 222:
___________________________________
Page 223 and 224:
Organization of Control 1. What is
Page 225 and 226:
Interaction and Cooperation 1.What
Page 227 and 228:
Problem Diagnosis 1. What is the or
Page 229:
7. Which goal should be set now as
show all

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

Create successful ePaper yourself

Delete template?

Save as template?