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

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After the interview stage the auditors should have sufficient information to compile two tables, where it is indicated which legislative requirements are met and which subdivision does it (Form Nr. 4), and the legislative requirements that are not implemented by the local government (Form Nr.5). Any activities by the local administration, which are not prescribed by the law or approved by the Council, should be recorded in the separate list (Form Nr.6). In the column named “Comments” additional information should be provided (partially implemented requirements, reasons for not implementing requirements, the officials who have decided not to implement the requirement etc.) Measuring results (quality) Introduction It is not enough to examine the service provision procedure. Therefore we are examining how the results are measured and evaluated, and how this data is used for the further improvement of the service provision process. The audit should not define the characteristics or indicators, which could be used to measure quality. The organization itself can do it better, because it is related to its objectives and priorities. Creation of quality measurement system is prolonged and complicated process, which is not a part of management audit. What needs to be audited • Are there measurable quality characteristics defined for the services (time, quantity, accessibility, courtesy, tangibles, frequency etc.)? • How are quality characteristics identified? How is it related to the objective setting process and measurement of customer satisfaction? • How are services evaluated when they are difficult to measure? • Are the quality characteristics clear, unambiguous and measurable? If there are contradictory characteristics, how are priorities defined? • Are the quality characteristics monitored and measured at the level of municipality, at the level of subdivision? How and how often? • How are the non-conformance of the service provision identified and recorded, managed? How are corrective action implemented? • What is the system of continuous improvement? The auditor’s task is to examine the system of service quality measurement, and what indicators are used, but not to evaluate the quality of the provided services. Any information about measurement of service quality should be used only to evaluate the existing system and not to make conclusions about the actual quality of the services. It is especially valid in case when quality measurement is not implemented at the municipality level for all the services, and therefore the information collected about some services cannot be compared with the information about other services quality. I.e. if in one case a survey of customers is used to measure quality of the service and in other case the basis of measurement is expert evaluation. 174
Auditing procedure Diagram 5 Auditing procedure Information is collected during the interviews using Form Nr.10. the overall scheme of auditing procedures is shown in diagram Nr.6. Quality refers to various attributes and characteristics of outputs such as reliability, accuracy, timeliness, service courtesy, safety, and comfort. If the interviewee is not comfortable with the definition of quality characteristics, the question might be reformulated to: “how could you describe how the high quality (name concrete service) service could be defined?” The auditor should examine how these characteristics were established: • There are internal normative acts, which define the required characteristics of the service (approved by Council, head of administration, head of subdivision). The auditor should check if these documents fully define characteristics of the service or define only some of them; 175
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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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well is a kind of mental disease. T
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do something is definitely on the s
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equired level, or not. It does not
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• Team keeps in its hands all nec
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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 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: other department or not provided at
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
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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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