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

• What is the underlying principle of subdividing: functional, process oriented,
inconsistent, or occasional? How could each subdivision be described in this context?
• Are there any subdivisions, which have special status, different financing system, and
different report/ accountability? Why? How many levels does the administrative
structure have? What is the underlying principle of different levels of the
administrative structure? What functions do the higher levels of subdivision have in
respect to subordinated subdivisions?
3.Missions and objectives of the subdivisions.
• Are the missions of departments formulated? Do the people in departments
understand these missions?
• Are there clear objectives set for each level? What is the objective setting process?
Do the objectives of the subdivisions contribute to achieving the overall objectives of
the local administration?
• Do the subdivisions and every employee have their own objectives? Are the
objectives documented? How are they decomposed in specific goals and targets?
• Are the goals SMART (specific, measurable, attainable, relevant, and timed) and
monitored? How?
• What is the work planning system at the administration level? If the formal unified
system is not established, how do the departments plan their work? How does the
planning system correspond to the objectives, responsibilities, structure?
4. Responsibility and authority of subdivisions and units.
• Is the formal scheme of subordination consistent with the actual situation?
• How and where are the responsibility and authority of subdivisions and the staff
defined? Is the division of responsibility full, clear, unambiguous?
• What duties do the subdivisions have? Are there any overlapping responsibilities of
subdivisions or ‘nobodies’ jobs’?
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