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

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59. Piskurich G. (2000) Rapid Instructional Design: Learning ID Fast and Right, San Francisco, CA: Jossey-Bass/Pfeiffer. 60. Powell M. (2003) Information Management for Development Organizations, Oxford: Oxfarm GB. 61. Prigogine I. (1980) From Being to Becoming: Time and complexity in the physical sciences, San Francisco: W.H. Freeman and company, 1980. 62. Prigogine I., Stengers I. (1984) Order out of Chaos, N.Y. 63. Robinson D.J., Robinson J.C. (1998) Moving from Training to Performance, San Francisco: Berrett-Koehler/ASTD. 64. Rothwell W.J., Sullivan R., McLean G. (Ed.) (1995) Practicing Organization Development. A Guide for Consultants, San Francisco, CA: Jossey-Bass. 65. Scott C.D., Jaffe D. (1991) Empowerment. Building a Committed Workforce, London: Kogan Page. 66. Senge P., Kleiner, A., Roberts C., Ross, R.B., Smith B.J. (1994) The Fifth Discipline Fieldbook. Strategies and Tools for Building a Learning Organization, N.Y.: Doubleday. 67. Senge P., Roberts C., Ross R.B., Smith B.J. Roth J., Kleiner A., (1999) The Dance of Change, N.Y.: Doubleday. 68. Silberman M. (Ed.) (2003) The Consultant’s Big Book of Organization Development Tools, N.Y.: McGraw-Hill. 69. Stevens M. (1996) How to be a Better… Problem Solver, London: Kogan Page. 70. Scott C., Jaffe D. (1992) Empowerment, London: Kogan Page. 71. Yeatts D.E., Hyten C. (1998) High-Performing Self-Managed Work Teams. A Comparison of Theory and Practice, London: SAGE. 164
SUPPLEMENT 1 Open Society Institute / Local Government and Public Service Reform Initiative (OSI/LGI) Center for Local Government Studies (SPTC) MANAGEMENT AUDIT METHODOLOGICAL FRAMEWORK FOR MANAGEMENT AUDIT IN LOCAL GOVERNMENTS By Artashes Gazaryan and Mantas Dirgela Klaipeda, 2002 (Abridged version) 165
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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
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Chapter 1.7 Landscape for Developme
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Landscape If the factors that creat
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Chapter 1.8 Key Functions of an Org
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Providing quality services is much
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Customers in general can be classif
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Chapter 2.1 Problem Solving Indeed,
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esources to cure these consequences
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some managers, seeking opportunitie
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or involved in the implementation p
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However, usually this does not help
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Chapter 2.2 External Relations Mana
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them. They do not need any particul
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ecognized yet - others may be recog
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Any organization has specific capab
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CRM ensures a better understanding
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customer needs. Thus, ‘product my
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Internal failure costs include wast
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The second barrier of this kind is
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o ISO 9004:2000 provides guidelines
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excellent performance, and 2) ‘re
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of ‘concepts’ only. Some organi
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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 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: 38. Horovitz J. (2004) Service Stra
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
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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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